Age: 36

Industry: Recruitment

Your role then and now: I was a seasoned recruitment expert working for both corporate and start-up environments, where I provided recruitment and executive search services. Currently, I own and operate my own recruitment consultancy, where I specialise in offering bespoke and collaborative services tailored to meet the specific needs of my clients.

Length of time in industry: 10 years in some sort of capacity

Location: South Wales & South West, London, Manchester

Salary jump: First time my request was for £3,000 and then in my last role the request was £5,000

Any additional benefits: My last request did include company car or company car allowances as I was required to me on the road visiting clients.

How did I decide to make a change?

I decided it was time to make a change when I realised my current situation was severely affecting my mental health, self-confidence and self-esteem. I found myself constantly battling self-doubt, and I feared that if I didn’t take action, I would lose all confidence in my abilities. This fear of not being able to overcome my self-doubt was overwhelming. Recognising the impact it was having on me, I knew I needed to take my power back and regain control of my professional and personal life. Making a change, as drastic as it might have seemed, was essential for me to restore my confidence and ensure my mental health remained intact.

Have you ever negotiated a promotion, title change or pay-rise before? 

Yes, I have. It was a daunting experience, and I initially didn’t know how to tackle it. I’ve been in situations where promotions and salary increases were transparent and delivered upon, but initiating those types of conversation myself was challenging. Addressing such topics can be particularly difficult in founder-led organisations where discussions about promotions and pay rises are often avoided. Despite the discomfort, I understood the importance of advocating for my worth and career progression, and I learned to approach these conversations with preparation and confidence.

What preparation did you do beforehand? 

It’s crucial to demonstrate your value and provide evidence of your successes. I prepared a detailed summary of my achievements, highlighting key projects, measurable outcomes and positive feedback from clients and colleagues. This evidence showcased my contributions and justified my request beyond merely wanting more money. From a recruitment perspective you should also:

• Search for Vacancies: I looked for job listings with similar roles to understand the current market demand and typical salary ranges for my position.
• Speak with Peers: I reached out to colleagues and industry peers to gather insights on their experiences and compensation in similar roles.
• Online Research: I used Google to find specific sector salary benchmarking tools that provided up-to-date information on industry standards.
• Corporate Recruitment Resources: I utilised annual salary brochures from corporate recruitment companies like Reed and Randstad. These resources, available online for download, offered comprehensive salary guides across various sectors.

Did you have a contingency plan if your request wasn’t met? 

The first time I negotiated a promotion and pay rise, I didn’t have a contingency plan, and it backfired. I was working for a start-up tech consultancy, and as part of my probation period, I was given a financial target on top of a new business target. By month four, I had exceeded both targets, and by the time my probation review came around, I was consistently smashing the financials. During my probation meeting, where I was told I had passed, I was asked if I needed anything from them. I began to pitch my case for a promotion and pay rise, confident that my performance warranted it. However, not only was my request denied, but they also expressed concerns that I might not stay now that it had been declined. They feared they wouldn’t be able to pay me what I was worth and worried it would rock the apple cart. As a result, they revoked my probation pass and let me go. That experience taught me to be prepared for all possible outcomes. 

As part of my contingency plan now, if my initial request was denied, I would proactively propose implementing a roadmap to achieve my goals. This involves outlining clear objectives, milestones and measurable outcomes that demonstrate my value and justify the promotion or pay rise I am asking for. By presenting a structured plan, you not only show commitment and determination but also provide a framework for ongoing discussions and evaluations. This approach you remain focused on achieving your career objectives while still aligning with the company’s goals and priorities.

What was the scariest part of the process? 

The scariest part of the negotiation process for me is facing the possibility of rejection and the emotions that come with it. Sometimes, businesses may genuinely not have the financial capability to accommodate the request immediately, and it’s crucial to understand that it’s not personal. However, as humans, it can be challenging not to take it personally. For me, it’s essential to separate personal emotions from the negotiation and try to remain logical and objective.

How long did the process take?

The duration of the negotiation process can vary significantly depending on the organisational structure and culture. In corporate companies, the process typically involves filling out forms, presenting your case to your line manager, and possibly engaging with HR. This process has extended over several weeks to a month or more, as it involves navigating bureaucratic procedures and aligning with company policies. Conversely, I found in founder-led organisations, decisions can be made more swiftly. However, I have observed that the speed of decision-making can sometimes correlate with how much the organisation values the negotiation outcome. It’s important to approach such discussions with careful consideration, especially since it’s a sensitive and serious subject, particularly for women. Taking the time to prepare and present a well-supported case ensures that all aspects are considered thoroughly and fairly.

Would I do anything differently the next time? 

Absolutely, there are several things I would approach differently. Firstly, I wouldn’t leave it too long or procrastinate. Delaying the conversation only amplified the fear and negative emotions, which can hinder a positive outcome. Requesting an allocated meeting dedicated to discussing the matter is crucial, for me the conversation needs to be approached with the seriousness and preparation it deserves. From my experience, informal discussions rarely yield the desired results. Setting a formal meeting allows both parties to come prepared and facilitates a more constructive dialogue. Additionally, I’ve learned never to assume there’s nothing better out there. Keeping an open mind and exploring all possibilities ensures that I make informed decisions about my career and future prospects.

Katie Louise Fernquest is the founder of Quest.