Negotiating Pay for a Senior Applied Sociology Job

We focus on strategies to negotiate pay for senior management jobs in applied sociology. We cover examples from various roles in policy and the not-for-profit sector, and how to create a case for an increased starting wage.

Last time, we looked at pay and workplace conditions when considering graduate jobs. We covered grounds for negotiation (e.g. sector trends, funding, and your experience), as well as general negotiation tips (including making reasonable pay comparisons, researching entitlements, and organisational culture). We also covered a step-by-step guide of how to negotiate.

Now, we look at senior roles.

Demonstrate your worth

Show recruiters that your sociology degree is valuable, with specific examples of what you bring to the team.

As an early career sociologist, I got my first applied research job one year after I completed my PhD. I applied for a senior research job in federal government. I’d been teaching and working as a research assistant at two universities for four years (including throughout my PhD). I had published eight peer reviewed papers in that time. I had previously worked as a supervisor in retail, for an additional four years (including throughout my undergraduate degree). I was asked my salary expectations on the spot, at the end of the interview. The Chair offered the start of the pay band. I asked for the top of the pay band. The Chair agreed on the spot.

In this case, I had shown during the interview that I had read about the team’s work, and provided examples of how my sociological experience as a qualitative researcher would add value to their research program. They are an interdisciplinary team who specialise in social modelling, including social network analysis, and designing decision-making tools, databases, and other technology. Prior to the job interview, I did not have any experience in these fields, and had limited knowledge, so I prepared extensively. I also had another job offer at the same time, which showed that my sociological skills were in demand.

Here are some examples of how you can show your worth during the interview:

• Research the team and organisation: Read the team’s studies. Review the organisation’s mission statement, strategy, and annual report. Have up to three examples of how your skills translate into this work. Take a look at the panel member’s publications or public work. You won’t be able to do this with every job you apply for, but if you really want the job and want to negotiate pay and conditions, this extra work will greatly help.
• Illustrate how your skills fit: In the example above, I discussed what I had read about their work from their website and reports. I discussed sociological concepts, theories, and methods that could complement and boost this work. E.g. How sociology approaches social network analysis; how my research on ethnicity, race, and culture could be incorporated into social models; why qualitative interviews provide new insights when designing technology. I discussed my research assistant jobs to show I could quickly translate my skills into new settings. E.g. Computer-assistant interviewing, building simple contact databases using existing software (using Microsoft), my research and publications in social marketing (communications theory), and so on.
• Show you understand their team needs: I came prepared to talk about how sociology fits into interdisciplinary teams. E.g. Sociology provides robust ethical guidelines for human research; we bring methods and data sources under-utilised by other disciplines; we bring empathy and expertise on social justice. I gave examples of when my experience in interdisciplinary contexts. E.g. I completed a long-term leadership course with scientists from different fields. I reflected on what I learned about working with people who think and communicate differently, the issues we experienced, and how I would apply those insights with the team. I also discussed my non-academic jobs to show conflict resolution and teamwork. E.g. Supervising a supermarket department, managing a budget and wholesale orders, adhering to occupational health and safety guidelines, managing staff, rostering, prioritising tasks during busy periods (such as holiday season), and so on.

Frame the pay against the responsibility

Years later, I decided to take a side step. I applied for a temporary research job, for a casual job at a not-for-profit organisation. The advertisement described it as undertaking qualitative interviews for a loosely defined project. When I arrived at the interview, it became clear this was essentially a startup, and I was the first senior researcher they had interviewed. I asked a lot of questions, such as regarding the interview schedule, ethics protocols, software used to collect and analyse data, reporting, and so on. None of these processes were set up. I was offered a leadership role in the middle of the interview.

Last time, I discussed how not-for-profits often have less leeway to negotiate (especially for entry-level or graduate roles), but in this case, this organisation had the budget because their leadership team was not yet established. I negotiated a pay increase on the spot not simply because it was a management role, and due to my professional experience, but because I described the scope of the work requirements in relation to a higher paid management role.

This circumstance is rare, in that the employer offered me a higher-level job than what I applied for. In most cases, it is unlikely that an employer will negotiate a higher pay band, but it’s always worth considering negotiating if the job seems to be more intensive than advertised. E.g.

• Explain how the level of responsibility warrants a pay increase: Depending on the sector and role, jobs that have significant responsibility beyond managing people and day-to-day project operations, may warrant higher renumeration commensurate to the leadership and risk. For example, higher-level senior roles include developing and implementing a project plan, scoping and maintaining databases, creating an analysis plan and research framework, managing executive stakeholders, designing a budget and administrating funding, and other similar strategic tasks.
• Demonstrate the risks: Being able to show how your experience will help manage risks is also a valid way to negotiate pay. E.g. Creating new workforce plans, responding to gaps in the organisation, protecting strategic interests, issues of accountability, decision-making and autonomy, and other senior considerations.

Provide evidence

When I moved into senior leadership, I applied for a job in a not-for-profit that did not state the salary band. I was offered the job the day after the interview. I asked for a much higher rate, discussing my reflection of what the job would entail, my existing experience, and similar jobs currently advertised in the sector. The CEO agreed on the spot to pay what I suggested. This was possible because this is a large organisation with high funding, and the role was already in the executive band, which has greater pay flexibility.

In another senior leadership role in state government, I negotiated a higher pay band based on the extensive scope of the role (setting up a large research team, and managing a high volume of policy requirements for senior executives and stakeholders), and another job offer I had at the same time.

• Leverage opportunities: Save job ads for similar roles advertised at the time you apply, following the previous guidelines (compare pay in same sector, in a similar role, and similar organisation). Most employers may not be swayed by this alone, because they have an approved budget. However, if you are applying for other jobs and have progressed into a short-listed interview, or you have been offered another job, this gives you some bargaining power. In this case, you might have to show evidence, such as a letter of offer.
• Show your receipts: You may be able to make a case to increase your starting pay if your current role pays higher. Being able to show payslips or your contract might mean you can come in at an equivalent pay rate, rather than start at the lower end of the pay band.

Summary

• Demonstrate your knowledge of the team: Show you understand their work, provide examples how your skills and experience fit their existing work, and that you understand their gaps and requirements
• Frame a clear case for a pay increase: Highlight specific aspects of the job that appear more senior, and how your expertise supports strategic requirements, or how you will manage risk
• Provide evidence: Show a letter, contract or other evidence of a current offer, or of your previous pay to negotiate a higher starting wage.

Wishing you all the best in your job hunt and negotiations, colleagues.