Why research matters
Without any information, it is hard to know whether an offer is generous, ordinary or low. Research gives you a reference point, which in turn gives you more confidence and a reason to offer if you decide to ask for more. It will not give you an exact answer. Pay depends on many things, and any figure you find is an estimate.
Start by defining the role precisely
Job titles are slippery. A “manager” at one organization may lead a team of ten, while at another the title is given to an individual contributor. Before searching, write down:
- The core duties and level of responsibility.
- The years of experience typically expected.
- The industry and the size of the employer.
- The location, or whether the job is remote.
Matching these details matters more than matching the title. A search for a vague title will produce a wide, unhelpful spread.
Sources to consider
Job postings. In some places employers must include pay ranges in advertisements, and many include them voluntarily. Collecting several postings for similar roles gives you a rough picture of what is on offer. Remember that a posted range is what the employer hopes to pay, and actual offers may land anywhere within or outside it.
Salary survey sites and aggregators. Many websites publish pay figures contributed by users or compiled from surveys. These can be useful starting points, but the data may be self-reported, small in sample size, outdated, or skewed toward certain kinds of workers. Look at more than one source and notice whether the figures agree.
Government and labor statistics. Many countries publish occupational wage data. These tend to be broad and based on standardized job categories, so they help you understand a general range but may not capture the specifics of your niche.
Professional associations and industry groups. Some publish compensation surveys for their fields, sometimes free to members. These can be more specific than general sources.
People. Conversations with people in similar roles are valuable. Informational interviews are one respectful way to learn about a field, and a professional network can help you find people willing to talk. People are often more comfortable sharing ranges or describing how pay is structured than naming their exact salary. It is better to ask “What range would be reasonable for someone with my experience?” than “What do you make?”
Recruiters. Recruiters in your field often have a good sense of the market. They have their own incentives, so treat their views as one input among several.
Combine the information
Once you have several data points, look for overlap. If most sources suggest a similar band, that band is probably a reasonable zone. If they differ widely, think about why. One might include bonus pay while another counts only base. One might reflect a high-cost city and another a smaller market.
Then adjust for your own situation:
- Experience and skills. If you are early in your career or new to a field, you may be toward the lower end of a band. If you bring rare or strongly relevant skills, higher may be justified.
- Location. Cost of living and local demand affect pay. Remote roles may follow different rules, with some employers paying by location and some using one scale for everyone.
- Employer type. Small organizations, nonprofits, large companies and public bodies often pay differently and offer different benefits.
- Total compensation. Base pay is only one component. A role with a lower salary but stronger benefits, time off or flexibility may be worth the same or more. Weighing total compensation, and not only the salary line, gives a fairer comparison.
Turn it into a range
A practical output is three numbers: a low figure you could accept, a middle figure that feels fair, and a higher figure that is ambitious but defensible. Write down the reasoning for each. This range then supports the conversation, whether you are discussing salary expectations with a recruiter or making a request after an offer.
Cautions
- Do not rely on a single number. One article or one friend’s salary is an anecdote, not a market.
- Check dates. Pay data can be old. If a figure is several years out of date, expect it to have moved.
- Remember that fairness is partly subjective. Different people may reasonably judge what is fair differently. The goal is a realistic range, not a verdict.
- Beware of bias in the sources. People with unusually high or low pay may be more likely to post it. Stay skeptical.
- Be honest about your own level. A researched range is persuasive only if it matches your experience.
Keep notes
Record your sources and findings in a simple document. If you later prepare for a conversation, you will have the evidence at hand, and you can update it once or twice a year so that a future raise discussion starts from current information.