Table 2 Frequently asked questions on startup package negotiation. For many of these questions, the right answer is specific to the individual’s circumstances. Here, we provide considerations for candidates to inform their decision-making
Question | Considerations | |
|---|---|---|
PREPARATION | ||
Defining needs | When should the candidate start thinking about what they need to include in their start-up package? | The earlier the candidate starts thinking about their needs, the more time they will have to refine and perfect their list |
Defining job search preferences | Should I keep my job search process secret? | If the candidate needs to keep their job search discreet, they may prefer to conduct it confidentially and seek feedback and reference letters from sources other than their direct supervisor The candidate should consider the potential consequences if their current supervisor were to find out about their job search |
Defining negotiables | Is it a deal breaker if there is a lack of 'good fit' with the department? | Having a supportive environment is crucial for career progression as a faculty member. Scientific fit can contribute to creating such an environment |
MONEY & GRANTS | ||
Base Salary or Pay | If you work for a public (vs. private) university, how much can you usually negotiate a higher salary at hiring? | Faculty appointments can have different terms, such as 9, 10, or 12 months, which will affect monthly salary The answer to this question is discipline- and institution-specific. The candidate must approximate the average salary using resources like knowledgeable colleagues or publicly available salary data online |
Different departments within the same university offer different salaries for the same position. Could this mean there's room for negotiation to increase the initial salary in a specific department? | ||
If the initial salary wasn't negotiated well, what are the options for getting a salary increase? Is a promotion the only way, especially since promotions might only happen every five years? | It is common for institutions to audit faculty salaries every few years to ensure equity. Faculty found to be below the salary benchmark for their position are raised to an equitable range During the negotiation process, the candidate can ask about the institution’s faculty compensation audits | |
Grants | If I bring a grant(s) with me to my new position, how should I best leverage those resources during the negotiation process? | Depending on the institution, when the candidate transfers in funding and their associated indirect costs, they can often negotiate course releases or buy out teaching time to fulfill grant activities Some fellowships have requirements that should be addressed in an offer letter. For example, the NIH K99/R00 fellowship requires a statement in the offer letter that 75% of the faculty member's time will be protected for research. This is a precondition for activating the R00 phase of the award |
Start-up amount | What's the average amount for start-up packages that one should negotiate for? | The average amount will vary per institution. In order to prepare for the negotiation process, the candidate will have to investigate to determine the approximate value of start-ups at the institution of interest The amount negotiated should be driven by scientific need. A synthetic organic chemist likely needs less start-up money than a geneticist with a large mouse colony, so differences in start-up amounts (even within a single department) are not necessarily inequitable |
NEGOTIATION DYNAMICS | ||
Who should be part of the process | Who should be present during negotiation meetings? | At the very least, the candidate and the individual that the institution has charged with negotiating should be present |
Developing confidence | How do you generate the confidence to negotiate without feeling like an imposter? | Preparation is needed to enter the negotiation phase with confidence It is key to remember that the candidate would not be this far in the application process if they were not what the institution is looking for in a faculty member. The candidate must trust their abilities! If an offer has been made, the department really wants to hire the candidate. Candidates should negotiate vigorously and confidently, knowing that the institution wants to recruit them and set them up for success |
SPACE | ||
If the initial space allocation wasn't negotiated well or turned out to not be enough, what are the options for getting more space? | It is usually advisable to follow the chain of command and ask the chair of the department for assistance in obtaining additional space. The faculty member should be prepared to justify the need for such space. If the faculty member has joined a supportive environment that is invested in their success, they will find a way to assist and alleviate the needs of the faculty member | |