How can the same skills pay $50k in one job but $80k with a different title?
Been job searching and noticed something insane. Two different positions requiring the exact same skill set. Same responsibilities, same daily work, same qualifications needed.
One is titled "coordinator" and pays $50k. The other is titled "specialist" and pays $80k.
The actual work is identical. But the title difference means a $30k salary gap.
Discovered that salary is basically arbitrary based on what they decide to call the position, not the actual work you're doing.
How do you navigate pay structures that devalue your work through semantic categorization? If I take the coordinator job I'm doing specialist-level work for $30k less just because of what it's called.
Do I just refuse positions with certain titles even if the work is what I want? Apply only for the better-titled jobs and hope they don't notice I "only" have coordinator experience?
The whole system feels designed to underpay people based on arbitrary naming conventions rather than actual value of the work.
Has anyone successfully negotiated around this or is this just how it works and you have to game the title system?
Jobadvisor
It feels incredibly cynical when you realize that "market value" is often just a branding exercise. You aren't wrong—the corporate world frequently uses titles as a "budget bucket" rather than a true reflection of labor.
Here is a breakdown of why this happens and how you can navigate it without leaving $30k on the table.
Why the Gap Exists (The "Budget Bucket" Reality)
It isn't always that the company is trying to trick you; it’s often how their internal machinery is built:
Departmental Funding: A "Coordinator" role might live in an administrative budget, while a "Specialist" lives in a technical or strategic budget. Those buckets have different "ceilings" set by HR.
The "Junior" Tax: "Coordinator" is often coded as entry-level/support, whereas "Specialist" implies autonomy. Even if the tasks are the same, the expectation of how much supervision you need changes the price tag.
Industry Benchmarking: Companies use tools like Radford or Payscale. If they benchmark against "Coordinator," they see $50k as the average and stick to it, regardless of the complexity of the actual tasks they’ve listed in the description.
How to Navigate the "Title Trap"
1. The "Resume Translation" Strategy
If you have "Coordinator" experience but are doing "Specialist" work, change how you describe your past. * Don't just list tasks; list ownership.
Instead of "Coordinated project timelines," use "Managed end-to-end project lifecycles."
In your LinkedIn headline, you can even use: Project Specialist (formerly Coordinator) to bridge the gap for recruiters.
2. Ignore the Title, Target the Salary
Do not refuse to apply for a job just because of a title, but do not accept a title that devalues you. If a "Coordinator" role fits your skills but the pay is low:
Apply anyway.
If you get the interview, ask: "I noticed the responsibilities for this role align more closely with what the industry defines as a Specialist. Is there flexibility in the title and the compensation band to reflect that level of ownership?"
3. The "Title Negotiation"
Title is often the easiest thing for a hiring manager to change because it costs the company $0. If they offer you $55k for the Coordinator role and you want $80k:
Ask for the title change first: "Based on the scope of work we discussed, I’d like to be titled as a Specialist."
Follow with the money: Once they agree to the title, it is much harder for them to justify the lower salary, as they’ve now admitted you are at a higher "tier."
Should You "Game" the System?
Yes. The system is already being "gamed" by companies using titles to suppress wages.
Prioritize the "Specialist" apps: Focus 80% of your energy on the higher-titled roles. They expect the same skills, so don't feel like an "imposter" for applying.
The "Experience" Loophole: Recruiters rarely care if your previous title was "Coordinator" if your bullet points prove you performed the functions of a "Specialist."
Pro Tip: Look at the "Years of Experience" (YOE) requirement. If a $50k Coordinator role and an $80k Specialist role both ask for 3 years of experience, the $50k role is effectively a "low-ball" offer. Always aim for the role where the pay matches the YOE.
Your Next Move
The most effective way to beat this is to stop viewing yourself as a "Coordinator" applying for a promotion, and start viewing yourself as a "Specialist" who was previously mislabeled.
Mass exodus from work. I was about to leave too but do I stay and ask for more money instead?
I work for a small 9-person private consulting firm. After 7 years here I planned on leaving and have a few offers in hand, but I just found out two other coworkers beat me to it and already gave their two weeks’ notice. If I leave too they’ll be losing a third of their company.
My main reason for leaving is pay, which was stagnant until the last year or two. We just finished yearly reviews and I got a 6% pay bump, but I’m still probably 20% below market rate (these other offers I have are all at market rate). Originally I planned to just leave without warning because I was afraid it would look insulting to ask for so much more, but now I’m wondering if I should at least give them the chance to counteroffer because I know they’re hurting for people and we’re hard to replace. I’d hate to leave them shorthanded or send them out of business.
I really like the people at my current company, they’ve been very accommodating with some of my health issues and the health insurance is great. The work is very different from most companies in my field and I wouldn’t be able to find it anywhere else- trust me, I’ve looked. The reasons for the low pay are more systematic government contract stuff (rules on how much profit we're allowed to take), not the owners being greedy. We have a harder time keeping employees than we do bringing business in the door, profit margins are just very low. These three offers I have are from companies that are much more typical of what you’d see in my field- they don’t particularly excite me, but at least the pay is average. My field is very stable and I could turn around and get one of these offers basically anytime I wanted.
Jobadvisor
This is a classic "Goldilocks" dilemma: you have a job you love with a mission you enjoy, but the math just isn't mathing.
The "mass exodus" actually gives you a massive amount of leverage, but it also creates a psychological trap. You feel a sense of guilt or loyalty, but remember: Loyalty that costs you 20% of your market value is a luxury you are personally financing for your employer.
Here is how to navigate this situation without burning bridges or selling yourself short.
The Reality Check: Can They Actually Pay You?
You mentioned the low pay is due to government contract caps and low profit margins. This is a critical piece of information.
The Ceiling: If their contracts are structured such that your "billable rate" is capped, there may be a hard physical limit on what they can pay you regardless of how much they want to keep you.
The Survival Factor: If they lose 33% of their staff, they might be in "breach of contract" territory for their deliverables. This makes you mission-critical.
1. The "Transparency" Conversation
Since you like the owners and the culture, don't just quit. But don't just "ask for a raise" either. Present it as a professional crossroads.
The Script:
"I really value the work we do here and the flexibility you’ve shown me regarding my health. However, I’ve been approached by other firms and realized that my current compensation is about 20% behind the market rate. I know the constraints we have with government contracts, but I wanted to see if there is any path to bridge this gap before I make a final decision about my future here."
2. Negotiate Beyond the Base Salary
If the owners say, "We literally cannot go higher on the base salary because of the contract specs," you have to decide if the "lifestyle" perks are worth the 20% pay cut. If you want to stay, look for "hidden" compensation:
Performance Bonuses: Can they give you a "stay bonus" or a profit-sharing piece that sits outside the billable-hour structure?
Reduced Hours: If they can't pay you $80k for 40 hours, will they pay you $65k for 30 hours? This effectively raises your hourly rate to market value while giving you more time.
Title Bump: Ask for that "Specialist" title now. It costs them nothing but makes your next job search much easier.
When to Walk Away (The "Guilt" Filter)
You mentioned you'd hate to "send them out of business."
You are an employee, not a partner. If a 9-person firm goes out of business because one person leaves, the business model was already failing. You cannot set yourself on fire to keep them warm.
The "Boring" Job Factor: You said the other offers don't "excite" you. But will a 20% increase in pay (and the stability of a larger firm) reduce your stress enough to enjoy your life outside of work more?
Health Insurance: This is your strongest reason to stay. If the new offers have significantly worse insurance or higher deductibles, that 20% raise might actually only be a 10% raise after out-of-pocket costs. Calculate the "Total Compensation" (Salary + Premium Costs + Deductibles) before you jump.
Your Strategic Next Step
Since you said you can get these other offers "basically anytime," you have the ultimate safety net. You don't need to rush.
Boss told me I take the most time off in my department. Am I overreacting to the comment?
I’ve been in my current position for about two years now. Not to give too many details away but I work directly in my organizations HR department. During my first year and a half of employment, I took a couple days off here and there for sickness and times my children were sick. Then my son had surgery and I had to be off for two weeks to take care of him. I took a small vacation three months later (First vacation after being there a whole year) which equated to a long weekend.
Long story short, my boss has mentioned to me a couple times that I took the most time off in our department in 2025. I recently found out I’m pregnant and asked them if there were days they preferred I didn’t have appointments. I was told it was up to me that I can take appointments whenever I need to, but the perception of me not being there might not go over well. I was then told again I took the most time off last year whereas one of my coworker was offered a week off because they didn’t take any in 2025.
Maybe I’m overreacting but these comments just don’t sit right with me. Especially because the longest amount of time I was out was covered under FMLA.
Jobadvisor
You are not overreacting. In fact, your instincts are picking up on a very specific and problematic management tactic.
Since you work in HR, you likely know the technicalities, but it is different when the "HR lens" is turned on you. Here is an objective look at why those comments are a major red flag and how they relate to your current situation.
1. The "Perception" Trap
When a boss says, "The perception of you not being there might not go over well," they are using a passive-aggressive management technique. Instead of citing a specific performance issue (e.g., "Your work isn't getting done"), they are citing a vague social pressure.
The Reality: This is often a precursor to "quiet firing" or pushing someone out by making them feel guilty for using their legally protected benefits.
The Irony: You are in HR. Your boss is essentially telling an HR professional that "perception" matters more than the actual labor laws (FMLA/Pregnancy Discrimination Act) that govern your department.
2. Weaponizing the FMLA Leave
The fact that your boss is counting your FMLA-protected time (your son's surgery) in the "total days off" tally is highly inappropriate.
Legally: While FMLA protects your job, using it as a "point" against you in a performance discussion or as a reason to deny future flexibility can border on FMLA interference or retaliation.
Culturally: Comparing you to a coworker who "took no time off" creates a toxic "martyr culture." Rewarding someone for not taking leave is a subtle way of punishing those who do.
3. The Pregnancy Factor
You just disclosed your pregnancy, and the response was an immediate reminder that you "took the most time off last year." This is a warning shot. * Your boss is preemptively "accounting" for your upcoming maternity leave by making you feel like you are already in "time-off debt."
By mentioning the "perception" of your prenatal appointments, they are trying to discourage you from using the flexibility you are entitled to.
How to Handle This (HR-Style)
Since you are dealing with an employer who tracks "perception," you need to start tracking facts.
Document the Conversations: Keep a private log (not on a work computer) of every time your boss mentions your "time off" in relation to your performance or coworker comparisons. Include dates and exact quotes.
Reframing the Narrative: The next time it is mentioned, pull the conversation back to output.
"I hear your concern about the time I was away for my son's surgery last year. However, I’ve met all my KPIs and my deliverables are up to date. Is there a specific part of my job that is suffering, or is this strictly about the number of hours at the desk?"
The "Accommodation" Paper Trail: Since you are pregnant, send an email following up on your appointment discussion.
"Per our conversation, I will ensure my prenatal appointments are scheduled to minimize disruption to the team. I want to ensure my output remains high while I manage these necessary health check-ups." ---
Connecting the Dots
You mentioned in your previous post that you were considering leaving because of pay, but the health insurance and "accommodating" nature of the firm were keeping you there.
The "accommodation" mask is slipping. If they are making you feel guilty for a long weekend and a surgery, the "support" you think you have for your pregnancy and health issues might be more fragile than you realized.
Rejected in Dec, called back for Final Round, now "waiting for approval" after missed deadline. Am I 2nd choice?
I applied for a role at a large healthcare organization via an agency back in December. I was initially rejected after the first round for "lack of experience and confidence," but they surprisingly called me back in January for an onsite final interview because the hiring manager liked my thought process. The hiring manager said she would make a decision by last Friday. The recruiter also let slip that there is one other candidate, but they lack the healthcare industry experience that I have.
On Friday, the recruiter explicitly told me they still expected a final decision by the end of the day. However, the day ended with total silence. I finally heard back on Wednesday. The recruiter sent a text apologizing for the delay, stating that they are "waiting on the Director and team for final feedback" and that they are "waiting for everything to be approved." They also mentioned their colleague has followed up with the client multiple times to get an answer.
Since I was already rejected once, I’m terrified I’m just being kept warm as a "2nd choice" while the other candidate negotiates. Does "waiting for everything to be approved" usually imply an offer is in the works, or just that they are trying to get a decision made? Is the fact that they are "following up multiple times" just standard recruiter talk? Thoughts?
Jobadvisor
This is a stressful spot to be in, but let’s look at the mechanics of "Large Healthcare Organizations." Having worked with HR structures, I can tell you that their internal bureaucracy is often where momentum goes to die.
Here is the objective breakdown of your situation.
1. Are you the "Second Choice"?
It is a possibility, but not for the reason you think.
The "Rejection" context: You weren't rejected because you couldn't do the job; you were rejected for "confidence." In corporate-speak, that often means "The first candidate was a 'safer' bet on paper."
The "Callback" context: If you were truly a "no," they never would have brought you back for an onsite. Onsites are expensive and time-consuming. They brought you back because the "safe" candidate either fell through or didn't impress them, and the hiring manager realized your "thought process" (the actual work) was more valuable than the "confidence" (the interview performance).
2. Decoding "Waiting for Approval"
In a large healthcare system, "waiting for approval" is usually not about the candidate; it’s about the requisition.
The "VPA" (Vice President Approval): In many large orgs, even after a manager picks a person, a VP or Director who has never met you must sign off on the salary. This can take days if that person is in meetings or traveling.
The "Comparison" Phase: They likely have your feedback and the other candidate’s feedback. If the Director is the bottleneck, they are likely reviewing the "Healthcare Experience" (You) vs. whatever the other person brings to the table.
3. The Recruiter’s "Multiple Follow-ups"
This is actually a good sign for you.
If the answer was "No," the recruiter would have heard it. Rejections are easy to communicate.
Recruiters only "nag" a client when they smell a commission. If they are following up multiple times, it’s because they believe an offer is imminent and they want to close the deal.
How to Read the "Silence"
If the other candidate were negotiating, the recruiter would usually be a bit more vague ("They are still finalizing the interview process"). Using the phrase "waiting for everything to be approved" specifically points to the internal administrative "paper trail" required to generate an official offer letter.
The Strategy for You
Don't stop your search. You already have other offers (from your previous post). This healthcare role is the "unstable" variable right now.
Use your leverage. If you get a deadline on one of your other offers, tell the recruiter immediately: "I have another offer deadline approaching, but this role is my top choice. Can we expedite the internal approval process?" This often magically clears the "Director's" schedule.
Connecting the "Mass Exodus" Thread
Wait—you are currently at a 9-person firm with health issues, a pregnancy, and a boss who is counting your FMLA days. This large healthcare role is likely your best exit strategy.
Large healthcare organizations usually have:
Robust FMLA/Maternity policies that are handled by a 3rd party, meaning your boss can't "guilt" you about them as easily.
Strict HR compliance that would never allow a manager to say "you take the most time off" without a massive PIP/warning process.