Tips for Negotiating

Before any negotiation, we need data. Check the current Architects Award minimum rates for our classification level. Compare our salary against the UAW salary survey data, the Hays Salary Guide, and Seek's salary insights for architecture roles. Factor in location, years of experience, registration status, and any specialist skills (computational design, heritage, sustainability accreditation). Market data makes the conversation easier; the more precise our evidence, the harder it is to dismiss. A statement like “Based on the current salary guides for a registered architect with my experience in this market, and given my project leadership responsibilities, I am seeking a review to [figure]” is far more effective than “I think I deserve a raise.” Use a current, sourced figure rather than a number from memory.

The best time to negotiate is when our value is most visible, after successfully delivering a project, receiving positive client feedback, or taking on new responsibilities. Annual performance reviews are an obvious opportunity, but not the only one. If the firm is hiring, that signals capacity and budget. If we have received an external offer, that provides concrete market evidence. Avoid negotiating during periods of high stress or financial difficulty for the firm unless circumstances require it. And don’t wait for someone to offer, salary discussions rarely happen unless we initiate them.

Salary is important, but it’s not the only thing on the table. Consider: a higher base salary; paid overtime or TOIL arrangements (in writing); superannuation above the minimum 12%; professional development funding and study leave; flexible working arrangements (days, hours, location); additional annual leave; clear pathways to registration or promotion; project leadership opportunities. Frame requests around mutual benefit where possible. “I’d like to discuss flexible hours so I can attend my Part 3 classes, which will benefit the practice when I’m registered” is stronger than “I need to leave early on Tuesdays.”

“We can't afford it”: ask what the firm can offer. If a salary increase is not possible now, negotiate a review date, additional leave, or professional development. Get any commitments in writing. “Everyone's on the same rate”: since 7 December 2022, pay secrecy clauses are unlawful. We have the right to discuss our pay with colleagues. Transparency helps everyone. “The market is tough right now”: market conditions affect fees, not our legal entitlements. If we are being paid below the Award, that is not a market issue, it is an underpayment. “We'll review it later”: ask for a specific date and get it in writing. Vague promises rarely materialise.

Not every negotiation will succeed, and not every employer will act in good faith. If a firm consistently refuses to pay at or above the Award minimum, does not pay overtime, or retaliates against workers who raise pay issues, that is not a negotiation problem, it is a workplace rights issue. We should know our bottom line before the conversation starts. If that line is crossed, we have options: contact us for advice on underpayment claims, explore other opportunities in a market that needs our skills, and remember that walking away from an exploitative arrangement is a reasonable decision.