Can I get your number?

As a candidate, I will always tell you the comp range for the position I am recruiting for early on in our relationship. ALWAYS.

But I will always ask you about your compensation expectations first.

Why?

I'm not trying to be a jerk. It's not some power move. Frankly, as an outside recruiter it's generally in my interest to get you the most money I can.

It's about inherent bias. That is, YOUR bias.

By asking your number before I share my number, 1 of 3 things happens -

1. I learn that we cannot afford you. (A 'No' is almost as good as a 'Yes'.)

I will still share my number, but if it's too large a discrepancy I will suggest we agree to part ways amicably and reconnect when other, better aligned, opportunities are available.

2. We find alignment.

This is the best possible outcome.

3. I learn that your experience level is not yet on par with the role. (Again, a 'No' is almost as good as a 'Yes'.)

How can I say that you are not qualified based on your current compensation?

To be clear - that's NOT what I said. I NEVER ask how much you are making now. What you are making today is somewhat irrelevant. But I will ask, "What income are you targeting to consider a new opportunity?"

You have a certain value in the marketplace. If you have done your research and you know what you are worth, you are going to have a number - even better, a range. Then you can answer with -

"My research shows that the typical compensation range for [job title] with [N] years of experience is generally in the range of [$X] to [$Y]. I'm looking for something in that range, commensurate with [my track record of success] and [an advanced degree]."

I'm interested in your target range.

Why? As a recruiter, shouldn't I already know your worth in the marketplace?

(Shame on you if you are counting on me to tell you what you are worth!)

Resumes and LinkedIn profiles are weathervanes. They can give me a general sense of your direction - where you've been and where you're headed - but they cannot tell me all about the nuances specific to your experiences and qualifications.

For example, right now I'm recruiting for 2 different Account Executive roles. One is $65K base, $100K OTE, the other is $150K base, 2X OTE. Going by job title alone, they're the same role.

If I run a search for candidates where I use "Account Executive" as the search criteria, I'm likely to come across candidates at both ends of this spectrum - and everywhere in between. But clearly there is a reason one is earning more than twice that of other. We'll discover why that is that through the course of the interview. (Yes! There are clues in the profile and resume, but not necessarily definitive answers. I will still need to get confirmation.)

By having you tell me your number, you've given me an initial shorthand indicator on whether we have alignment.

Alternatively, if I give you my number first, I have biased you. Now if I ask for your number you are likely to answer, "Yes, that's about right."

But if I share my number first and I'm way above your number that's GREAT, right?

If you are hired, it sure is! For both of us! More likely though, it's a quick indicator we don't have alignment, but now we may not discover this until we're deep into the interview process.

If I share my number first and I'm significantly below your number, which happens, we're again at the point where I cannot afford you. However, in my experience, when I break the ice and share a number below a candidate’s expectations it is often is taken as an insult. (Please know - No insult is ever intended.) The chances of parting ways amicably and reconnecting at a later time are greatly diminished.

Or I’m below your number, yet the process doesn't end quickly. Instead, it ends badly. This is one of the worst-case scenarios.

You go all the way through the interview process and then you will try to negotiate at the offer stage for something outside the range that was initially discussed; this generally doesn't go well for anyone involved.

Or you will accept a role for something less than your worth. In this case you are likely to be disgruntled from the time of hire and you are highly likely to leave soon after being hired. This too is bad for everyone involved.

Instead, be a well-prepared candidate.

A well-prepared candidate -

• Will know their number,
• Will be prepared to share it, and
• Will confidently stand behind it.

A good recruiter will be there to back them up.