Negotiating a compensation package is one of the most critical stages in the recruitment process. At Servitalent, we refer to it as “the last mile”, the decisive moment when both the company and the candidate define the terms of their future professional relationship. Yet, it's also a stage where many mistakes tend to occur, which can hinder the hiring of qualified talent or create internal issues in the medium term.
Here’s a breakdown of the most frequent mistakes and how to avoid them to strengthen your talent acquisition and negotiation strategies.
1. Market and position research neglect
One of the most frequent errors is defining the salary offer without prior market analysis. When the appropriate salary range for a position is unknown, it’s easy to present an offer that is not competitive or is out of the market, which can cause the most qualified talent to reject the proposal.
How to avoid it:
- Conduct specific salary studies for your sector and position level, either through Human Resources consultancies or updated salary benchmarking reports.
- Consider not only the base salary, but also the common benefits for that position (flexibility, bonuses, development, etc.).
- Compare with companies of similar size, sector, and location to adjust the offer to market reality.
2. Basing offers solely on previous salaries
If the offer is constructed solely based on what the candidate earned in their previous job, you run the risk of perpetuating possible salary mismatches and not correctly valuing the actual contribution to the new position.
How to avoid it:
- Define the offer considering the strategic value of the position within the company.
- Evaluate the skills, experience, and impact that the person will have on the team and the business.
- Use salary history as a complementary reference, but never as the sole criterion.
3. Overlooking non-monetary benefits
Focusing only on the base salary is a very common error that does not reflect the new priorities of talent. Factors such as flexibility, remote work, or professional development are increasingly valued.
How to avoid it:
- Design a comprehensive compensation package, combining salary, social benefits, development opportunities, and work flexibility.
- Adapt the proposal according to the profile and preferences detected during the selection process.
- Show how these benefits reinforce the company’s value proposition as an employer.
4. Ignoring candidate expectations
Making assumptions without asking can lead to unpleasant surprises at the end of the process. If you don’t know what the person expects, it’s difficult to build an attractive offer.
How to avoid it:
- Directly ask what their salary expectations are and what benefits they value most.
- Pay attention also to their personal and professional motivations (project, work-life balance, stability, etc.).
- With this information, adjust the proposal to align it with what is really important to that person.
5. Presenting a closed and inflexible offer
Sending a rigid proposal with no room for negotiation can create a feeling of imposition, which can work against the perception of the company as an employer.
How to avoid it:
- Design the initial offer with a small margin of adjustment.
- Explain which elements are fixed and which could be adjusted.
- Foster open and transparent negotiation, showing real interest in the candidate’s needs.
6. Not communicating the offer clearly and transparently
If the proposal is ambiguous, incomplete, or confusing, it can generate mistrust and open the door to future misunderstandings.
How to avoid it:
- Present the offer in writing, clearly and in detail.
- Break down each component (fixed salary, variable salary, benefits, and additional conditions).
- Offer a summary document to serve as a reference during the negotiation.
7. Pressuring for an immediate response
Forcing the candidate to decide within an excessively short period can be interpreted as a lack of respect towards their reflection and analysis process.
How to avoid it:
- Establish a reasonable period (3-5 days is usually the norm) to review the offer, consult with their environment, and make a decision.
- Remain available to clarify doubts or provide more information.
- Remember that it is not a unilateral decision, but an agreement between both parties.
8. Ignoring internal equity
If the offer presented to a new hire is significantly higher than that received by people in similar positions, you can generate internal tensions.
How to avoid it:
- Review internal salary ranges before negotiating.
- Make sure the proposal is consistent with the current structure.
- If there are justified reasons to offer a higher salary, explain them to the internal team to avoid unfair comparisons.
9. Underestimating the value perceived by the candidate
What the company considers a great offer may not be seen the same way by talent, especially if the overall value of the proposal is not well highlighted.
How to avoid it:
- Personalize the message when presenting the offer, highlighting the elements most aligned with that person’s motivations.
- Explain how the position fits within their career plan and the company’s global project.
- Reinforce the employee value proposition (EVP), showing why being part of the company is an attractive opportunity.
10. Failure to formalize agreed terms
Relying on verbal agreements or simple emails is a source of future conflicts.
How to avoid it:
- Formalize all agreed terms in a clear document (pre-contract or offer letter).
- Make sure both parties sign that document before proceeding with onboarding.
- Verify that what is recorded in the document exactly matches what has been negotiated.
Salary negotiation: A key tool for talent retention
Avoiding these common errors increases offer acceptance rates, strengthens employer branding, and establishes trust and transparency in the employment relationship. At Servitalent, we guide industrial companies through the entire selection and negotiation process, helping craft competitive value propositions that align with market trends and corporate culture.
Is your negotiation strategy aligned with your goals for talent acquisition?