16 Common Mistakes Early-Career Professionals Make When Negotiating Their First Salary

In an economic environment where every hire is carefully scrutinized, the final salary conversation is more than just a formality—it’s the first real test of a new professional relationship. The stakes are not merely financial; a poorly handled negotiation can create an impression of transactional self-interest rather than collaborative partnership, setting a subtle but consequential tone for one’s career entry.

One of the most common and overlooked mistakes is not a failure of research or a lack of confidence, but a fundamental misunderstanding of timing and framing. Many emerging professionals treat salary negotiation as a discrete, confrontational event that begins only after a formal offer is extended. This view isolates the compensation discussion from the value they have spent the entire interview process building. In reality, the negotiation is the final, logical step of that value demonstration, not a separate transaction.

I once coached a young analyst who received an offer she felt was below market. Instead of immediately countering with a number, she first reaffirmed her excitement for the role and the team. Then, she framed her question collaboratively: “Based on my understanding of the responsibilities and the market for this skill set, I was targeting a range closer to X. Could you share any flexibility you might have to help us get there?” This approach shifted the dynamic from a demand to a problem-solving exercise. It wasn’t about what she needed; it was about aligning what the company wanted with what the market valued. This reframing demonstrates maturity, positioning the candidate as a partner before they’ve even signed the offer letter. The final number is often a byproduct of how well you navigate that initial conversation.

Mohammad Haqqani, Founder, Seekario AI Resume Builder

Biggest rookie move? Treating the first offer like it’s sacred. Companies expect a little back-and-forth — it’s part of the dance. But a lot of people get so scared of “blowing it” that they just say yes right away.

The trick is to come in with data and confidence, not desperation. Know your market rate, and frame the ask around your value, not your need. Something like, “Based on my research and what I’ll be bringing to the team, I was expecting closer to X.”

Boom — professional, not pushy. And honestly, if they bail because you asked for fair pay, that’s not a place you wanted to work anyway.

Justin Belmont, Founder & CEO, Prose

The biggest mistake I see new grads make is assuming an initial salary offer is final — it’s not. That first number is a starting point, not a verdict. Too many early-career professionals are so relieved to land a job that they accept immediately, leaving thousands on the table.

Employers expect negotiation. A calm, data-driven approach shows professionalism, not entitlement. Research salary benchmarks, then frame your ask around the value you’ll provide, rather than what compensation you’ll need. For example:

“Based on my research, similar roles in our industry average around $X-$Y. Given my experience with [specific skill], would you consider revising the offer?”

Remember that your first salary sets the floor for your future earnings. A small bump now compounds across every raise and promotion that follows. When you understand your market value and unique skill set, you’ll know how to ask for what you’re worth.

Eva Chan, Certified Professional Resume Writer (CPRW) and Senior Content Specialist, Resume Genius

Negotiating against yourself is a common mistake early-career professionals make when negotiating their first salary. There are a combination of reasons behind this including excitement of getting the offer, fear of not getting a job, or not knowing your market value.

The best way to avoid it is to allow yourself the space to triangulate across three inputs. First, let the company make you an offer before presenting your number to them. Don’t deprive yourself of the opportunity to counter by stating your number first. All employers expect a bit of back-and-forth even with early stage employees. The second data point is via some market research on what compensation ranges are being offered for the types of roles you are applying for. This sets you up to have a reasonable expectation for what the market is willing to bear and you can avoid underestimating your worth. Finally, come up with the number you need to live your life. But for this don’t just solve for today’s number but allow for your minimum spend a year from now. As long as you are reasonable in your estimates, this will give you a cushion in case cost of living goes up and it will also start you off at a slightly higher number than your present day needs.

Rohit Bassi, Founder & CEO, People Quotient

Early-career professionals (AKA, younger people and students) will make tons of mistakes when negotiating salary, because a) they’re mostly not formally trained in negotiation, and b) they’re up against people in HR whose job is literally to negotiate salary all day long.

Aside from common tips (like anchoring, not sharing the first number, and being comfortable with silence), the most common mistake I see from these candidates is not realizing that THEY WANT YOU. Similarly, out of some misplaced sense of propriety, sometimes early-career candidates tell companies that they’re only interviewing for that one job, but this fails to create FOMO (fear of missing out). You want to manipulate them into thinking (either consciously or subconsciously) that you may go elsewhere if they don’t give you a great offer.

Think about it this way: the company put out a job description, interviewed dozens or hundreds of candidates, spent a ton of team time evaluating candidates, and chose YOU. At this stage, they don’t want to lose you, and you have the power of sunk cost fallacy on your side (i.e., they don’t want to waste all that effort already spent in recruiting you).

So be confident, tell them early on in the process that you’re interviewing for other roles that interest you too (create that FOMO), reiterate that you’re deciding between opportunities during the offer conversation, and don’t be afraid to ask if there’s wiggle room on the offer you eventually receive! You don’t get what you don’t ask for.

Colin McIntosh, Founder, Sheets AI Resume Builder

The biggest misstep is anchoring yourself to a low number and never updating that value in your mind, so you end up undervaluing your own contributions.

In one session I worked with a junior analyst who had settled on the first salary figure she heard because her ventral tegmental area screamed “reward” at any offer, even if it was subpar. She was terrified to counteroffer, thinking she’d blow her chance, but that fear response was just her amygdala sounding an alarm—nothing more.

We practiced reframing that spike of anxiety as a sign you’re about to push for something better, not a warning to back down. I had her role-play saying, “I’m excited by this role and I was hoping for X given the impact I’ll bring,” and suddenly her dopamine system started predicting a win instead of a loss.

Don’t lowball yourself based on what feels safe in the moment. Know your market, set your anchor confidently, and treat that first offer as just step one in a brain-friendly negotiation process.

Dr. Sydney Ceruto, Founder, MindLAB Neuroscience

The biggest error people make is not requesting enough; however, asking without background is even worse. Professionals who are early in their careers are found to argue based on emotion or other reasons rather than evidence. When I was recruiting the first people to work with me in TrackSpikes.co, I realized that the most efficient candidates did not give out a number first. They demonstrated how they would add value to revenue, automate, or build brand equity. After this, they attached some number to the impact. It transformed it out of the “what you want” discussion into the “what are you worth” discussion.

The rare privilege is quantification. Any time you are making an offer call, write up a one-page brief: specify what deliverable you can affect within 90 days in terms of measurement, and give it monetary value. Go into the bargaining with facts of value creation, not possibility. Employers do not pay because of need; they pay because of clarity. By having the ability to bridge your competence with their bottom line more quickly than anybody else, you no longer negotiate like a novice but do so like an asset.

Peter Murphy, CEO and Founder, Track Spikes

At PrepForest, observing salary negotiations with early-career candidates revealed a costly pattern—67% anchored their requests on personal needs rather than market value and role impact. Candidates would explain “I need $55,000 because of my student loans and rent” instead of demonstrating why their skills warranted that compensation.

One memorable negotiation involved a candidate who researched comparable roles, identified that customer success positions with her skill set commanded $52,000-$58,000 in our market, and articulated specific capabilities she’d bring to justify the higher end. She referenced her experience reducing churn by 43% in a previous role and managing complex parent communications. Her approach shifted the conversation from sympathy to value assessment.

This market-based negotiation approach succeeded 79% more frequently than needs-based requests in our hiring data. Candidates who demonstrated understanding of their market worth and connected it to measurable contributions received offers averaging 23% higher than those citing personal financial circumstances.

The avoidable mistake: treating salary negotiation as explaining why you need money rather than why you’re worth it. Employers compensate based on value delivered, not bills owed. Research comparable roles thoroughly, identify your specific strengths, and frame requests around contribution potential. Personal circumstances may drive your minimum acceptable salary privately, but market value should drive your negotiation position publicly.

Vaibhav C, Advisor, PrepForest

Cody Jensen, CEO & Founder, Searchbloom

One of the biggest mistakes I see early career professionals make is thinking too narrowly about the first offer in front of them. Many focus entirely on the starting salary instead of the broader picture — the market demand for their role, the experience they will gain, and the opportunities that position can create long term. Salary matters, but it is only one part of the equation. The first few years of a career are often about building credibility and learning. That foundation can be worth more than an early pay bump, especially when it leads to faster growth later.

I always encourage people to approach negotiations with both data and perspective. Research what the market actually pays, but also recognize that experience and proven performance carry weight that cannot be quantified on day one. Be clear about your goals and realistic about your leverage, and do not be afraid to use your first job as a stepping stone to the next one. Sometimes managing expectations at the start allows you to play the long game. The professionals who understand that balance usually end up with both higher earnings and more fulfilling careers.

Derek Colvin, Co-Founder & CEO, ZORS

A mistake that many early-career professionals make is underselling themselves in salary negotiations. People frequently devalue their actual accomplishments because they want to be seen as humble, but that has a negative impact on their bottom line. This happens a lot, particularly with new CRNAs or RNs straight out of school. They fail to remember that their clinical rotation performance and advanced certifications such as ACLS or PALS have tangible and measurable value to a facility.

You can prevent this by being honest and factual concerning your assets and measurable results. Don’t tell what hard work you did, but what your accomplishments were. You should mention the high pass rate of your certification examination or the complex types of patients you worked with successfully under supervision. You should determine what the average salary for the job is and then seek the top twenty percent of that particular salary scale. Then confidently state what you want your number to be.

Brian Clark, Founder and CEO / Certified Registered Nurse Anesthetist, United Medical Education

Only negotiating the base salary is a mistake. People forget to negotiate how and when their base salary will grow. At my first job, I was too thrilled to get an offer. I had done my research and countered with a number and they agreed. To me, that was enough. Six months later, I found out my peers were earning more because they’d negotiated their review cycles.

Early career professionals should know that growth structure is more flexible than base pay. Companies rarely change entry-level salary. They, however, are mostly open to commit to a performance review after a while. Or defining KPIs that trigger a raise.

Ask about performance review, how soon it is done and if they’re open to revisit compensation once you achieve a certain target. Besides it being a negotiation, it shows you are thinking like someone who plans to grow with the company.

Loc Dang, Marketing Executive, Mim Concept

I think that the main mistake that early-career professionals commit is to provide a certain amount of salary immediately without realizing what the employer is really interested in or taking into account the rest of the package that the employer can offer to him/her. Giving out a number too early will impose a limit to the negotiation process and narrow the chances of driving a significant expansion. Instead of stating a dollar value initially, I first wait until the company makes its offer, putting me in a better position to reply effectively. I inquire about the distance they intend to go and never argue about what I think until I know what can be done.

I would research what similar positions in my city are priced at, rather than concentrating solely on money, and find other salient benefits that may be of interest to me, which could include additional leave, professional development, or even a flexible schedule. Remaining patient and careful in the process of negotiation helps me to secure more than a simple pay raise as well as to negotiate a package that actually matches my objectives and could save me thousands of dollars in a couple of years.

Emily Demirdonder, Director of Operations & Marketing, Proximity Plumbing

One thing you shouldn’t do is throw around numbers. Some people just get numbers from websites like Glassdoor and use this as a benchmark for what they should be earning, but that’s not how it works. The salary you demand from a company should be in line with the value you bring. A smart negotiator would connect their request to how they’ll help the company grow.

It’s okay to come with data, but also bring along a story. Explain what you’ve achieved and how you plan to make an impact that would justify this salary. Talk long-term and show how hiring you would be a great success for the company.

Hans Scheffer, Chief Executive Officer, HelloPrint

Many people rely only on what they’ve read online to decide their worth. These online salary calculators don’t account for things like local demand or the complexity of a job. I’ve seen people aim too high or settle too low because they didn’t talk to anyone actually doing the job.

A better idea is to combine online research with insights you get from people. Ask mentors or professionals in your area what’s typical for your skill level. This is a better way to get a grounded understanding of what you deserve and then you can be more confident when negotiating.

David Struogano, Managing Director and Mold Remediation Expert, Mold Removal Port St. Lucie

A common mistake is being either too quiet or too bold. Some early professionals don’t negotiate at all because they’re afraid of losing the offer, while others push too hard and come off as unpleasant. You’ll fail with both approaches 90% of the time. Don’t be too focused on getting an amazing deal; rather, aim to reach a fair deal.

I always tell people to do their homework. Set a reasonable range and focus on showing enthusiasm for the role. Employers are far more likely to meet you halfway when they see you’re genuinely interested in the role.

James McNally, Managing Director, SDVH [Self Drive Vehicle Hire]