What is so difficult in answering the question about the expected salary?

 The question about the expected level of remuneration is very important in the recruitment process.

Also, one of the most challenging to answer for some applicants. Why? There are several reasons, such as: 

• Lack of knowledge of the market salary levels and so inability to calculate own expectations versus the current achievable level of remuneration. That refers mainly to those candidates, who stay a long time with one employer or just came back from abroad and do not know local reality. 

• High motivation to change job, and fear of rejection if declaring too high financial expectations. This applies mainly to candidates who are determined to change a job.

• Being afraid of setting expectations too low, because of a risk to receive an offer much lower than possible for a given position.

Why do companies not disclose salary amounts when posting the offer?

In Poland salary level does not appear in the majority of recruitment ads, this excludes IT sector, and some basic positions, for example in retails sector. However, are not shown at all when a job is for managerial positions.

Also, headhunters are usually not authorized by their clients to provide candidates with information about exact remuneration. That is an existing status and is usually accepted by senior management candidates. In majority candidates are ready to share expectations.  

But, there are also candidates who are not prepared to answer and close themselves off for the offer, if not informed about earnings. Then what happens? Often an attempt to obtain the client's consent to provide information to this specific person.                                                                   

“Everyone should know how much they want to earn”                                                                  

Yes and no. Majority of us would know what to answer, still, some applicants have different perspectives and cannot verbalize expectations so simply. They also should be approached, and the issue cleared up if their competences match the position.

Is the lack of answer only the results of the candidate's uncertainty about how to value own competences versus market remuneration level, or maybe in some cases can be read as a signal that the candidate is a chess tactics manager who wants to negotiate a maximum package?

 The motivation to change jobs cannot be only financial

What’s wrong if it is? Should we assume that such money driven person, will work less effectively than those who cite the desire for development as their main motivation argument. What about company owners and in general focus on the best possible financial results. Should we consider the analogy?

The issue of salary negotiation with the new employee is different in the case of companies with a transparent pay policy, and different in companies keeping salary’s structure confidential.

In that second case employers are more flexible to offer slightly higher salaries to new employees.  The rules are even more open in the case of non repeatable managerial positions. Here still obviously limitation is the direct superior salary. Proper distance must be kept.

Practice of job candidates’ answers?

What we are noticing in daily practice, is that usually, if the candidate is not satisfied with the current job, such as the scope of tasks, working conditions and internal cooperation, provides salary expectations range from the current salary up to 20% on the top. While candidates who are not actively looking, always expect an increase of remuneration in the range of 20%-25-30%. This is how the market works. 

The truth is that in the situation where we or our clients think, they have professionally dream offer for the candidate, but the employing company has a rigid budget that is lower than the candidate's expectations, successful negotiation and compromises are rarely made.

What is your experience as an employer, do you share information about the level of remuneration?

What approach have you encountered as the candidate and what, in your opinion, would be the most beneficial approach when talking about money in the recruitment process?

Joanna Dulniak
Managing Partner Poland 

Simple "yes" or "no," isn’t a feedback

Moreover, the lack of specific feedback, often reduced to a mere "yes" or "no," is an obvious drawback, particularly when considering candidates for senior roles. Such superficial responses fail to acknowledge the effort and expertise candidates bring to the table, leaving them with unanswered questions and a sense of disengagement.

This approach not only reflects poorly on the hiring process but also means a significant risk to the employer brand. Companies invest considerable resources in crafting a positive image as an employer of choice. However, neglecting to provide proper feedback undermines these efforts and can discredit the brand's reputation in the eyes of both candidates and the wider professional community.

Well-established post-interview feedback culture

A well-established feedback culture, on the other hand, can be a game-changer. Providing timely and meaningful feedback demonstrates respect for candidates' time and efforts while promoting transparency and trust. Even in cases where a candidate is not selected, constructive feedback offers valuable insights for personal and professional growth, leaving a positive impression of the organization.

Building Strong Employer Brand

To cultivate a feedback-driven recruitment culture and protect the employer brand, companies must prioritize the following steps:

1. Establish Clear Communication Channels: Ensure that candidates are informed about the feedback process from the start.
2. Set Expectations: Communicate expectations regarding the timeline for feedback and the level of detail candidates can expect to receive post-interview.
3. Provide Constructive Feedback: Offer specific feedback tailored to each candidate's strengths and areas for improvement. This demonstrates respect for their efforts and enhances the overall candidate experience.
4. Utilize Technology: Leverage technology solutions to streamline the feedback process and ensure timely delivery to candidates, regardless of the outcome.
5. Support a Feedback Culture: Encourage feedback not only from hiring managers but also from candidates themselves, enabling continuous improvement of the recruitment process.

By prioritizing feedback in the recruitment process, organizations can not only attract top talent but also strengthen their employer brand. After all, a positive candidate experience today can translate into loyal employees and brand advocates tomorrow.

Mariana Turanová   
Managing Partner Slovakia & Regional Consultant CEE