Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How an Internal Transfer Can Help You Negotiate a Better Role
Transcript
- Lucas: So, Luna, you know that product manager I mentioned a couple of weeks ago, the one who was thinking about moving to a different division? Luna: The one with the sticky note collection on her monitor? Yeah, I remember. Lucas: Exactly. Well, she just told me the whole story, and it's a perfect example of something we haven't talked about on the show: using an internal transfer as negotiation leverage. Not just to get a new role, but to actively shape the terms. Luna: I love that. Because most people think an internal move means you take what they give you, like a lateral with the same pay. Lucas: Right. And that's the default. But she managed to turn a lateral move into a promotion with a fifteen percent raise. And the kicker is, she didn't even have an outside offer. She used the internal system itself. Luna: Okay, you have to break this down. How did she pull that off? Lucas: So, she was in our consumer products group, and she saw a posting for a senior product role in the enterprise division. Same company, but a completely different business line. She applied, got through the first interview, and then, instead of just waiting, she went to her current manager and said, 'I'm exploring this internal opportunity, and I want to be transparent with you.' Luna: Bold move. Did her manager try to talk her out of it? Lucas: Actually, no. He was surprisingly supportive, but that's not the point. The point is, by being upfront, she gave her manager a heads-up that she was a flight risk. And that's a powerful piece of information. Luna: Because now the manager has to think about retention, right? Not just about today, but about what it would cost to replace her. Lucas: Exactly. And here's where the negotiation really kicked in. The enterprise team was moving fast, and they wanted her to start in six weeks. But she told them she needed a couple of months to wrap up her current project. That created a little friction, and the enterprise manager asked if there was anything he could do to smooth the transition. Luna: So she used the timing to open a conversation about compensation? Lucas: She did. She said, 'The role is listed at a certain band, but I've been running major projects here, and I think I bring more to the table. Can we look at the next level?' And because she was in demand, the enterprise leader went back to HR and made the case for a higher title. Luna: That's clever. But I'm guessing most internal moves don't go that smoothly. What about the managers who get territorial? Lucas: That's the risk. And that's why the strategy has to be calibrated. She had a good relationship with her manager, and she gave him a chance to respond first. She didn't blindside him. That's the key. Luna: So the relationship with the current boss matters as much as the appeal to the new one. Lucas: Absolutely. And there's a bigger structural point here. Internal candidates often have more leverage than they realize, because the company has already invested in you. They know your work, they've vetted you, and the cost of onboarding an external hire is huge. A recent study put that cost at up to two hundred percent of the annual salary for senior roles. Luna: Two hundred percent? That's insane. So a company would rather bump your title by a level than spend that kind of money on recruiting and training someone new. Lucas: Exactly. And that's the advantage of an internal move. You're not just a candidate, you're a known quantity. And yet, most people don't negotiate because they assume the posted range is fixed, or they're just grateful to be considered. Luna: I've been there. I once moved teams and literally said nothing about salary because I felt lucky to get out of a bad situation. Lucas: And that's the trap. Negotiating isn't about being greedy, it's about valuing the skill you bring. But you have to prepare. You can't just walk in and ask for a raise because you want one. You need evidence. Luna: So what kind of evidence? Like, performance reviews? Lucas: Partially. But more effective is pointing to specific projects you've led, or revenue you've touched. Our producer, for example, had a spreadsheet of every major deliverable she'd owned in the last two years, with the impact quantified. That made it hard for HR to argue. Luna: Quantified impact. That's the language managers speak. Lucas: Right. And one more thing: she used the internal move to negotiate non-salary items too. She asked for a flexible schedule and a budget for a certification course. Those are often easier to grant than a higher title, and they can be just as valuable. Luna: Oh, that's a good point. Sometimes it's not just about the money, it's about the whole package. Lucas: And that's the angle we want to dig into today. Because when you're considering an internal transfer, you have more room to negotiate than you might think. It's not just about accepting a new role, it's about shaping it. Luna: So let's talk about the timing. When in the process should you bring up the compensation question? Lucas: You need to be careful about that. The worst thing you can do is ask for more money in the first conversation. That's like a first date asking about your future income. You need to build trust first. Luna: So you wait until they've expressed real interest? Lucas: Yes. And ideally, you wait until they've made an offer, even if it's verbal. Because that's when you have the most leverage. They've already decided they want you. Now you're negotiating the terms. Luna: But what if they make an offer and it's just a lateral, same pay, same title? How do you push back without sounding entitled? Lucas: You frame it around the value you bring. Say something like, 'I'm excited about this role, and I think I can make a real impact. But given my experience with X, Y, Z, I was hoping we could look at a senior title or a salary adjustment.' It's about asking for what you're worth, not just asking for more. Luna: That makes sense. And what about the risk of the current manager finding out and holding a grudge? Lucas: That's the elephant in the room. You have to manage that relationship carefully. The best approach is to be transparent, like our producer was. But if you're not comfortable telling your manager, you can go through HR or the new manager directly, and ask them to keep it confidential until you've accepted. Luna: But if you do tell your manager, you're essentially giving them a warning that you might leave, which could backfire if the transfer falls through. Lucas: Exactly. And that's why you need to assess the situation first. If your manager is the vindictive type, it's safer to keep it quiet. But if you have a good relationship, transparency can actually strengthen your position. Luna: So it's a judgment call. And it also depends on the company culture, right? Some companies encourage internal mobility, others see it as a betrayal. Lucas: Right. And you should do your homework on that. Look at the company's track record. Are there people who have moved around internally? What do the HR policies say about transfers? If the company has a formal internal mobility program, you're in a much better position. Luna: So, bottom line, an internal transfer can be a negotiation opportunity, not just a lateral move. Lucas: And that's the message we want to leave you with. But before we dive deeper into the steps, we want to mention something. You know, we keep this show free of ads, and that's a deliberate choice. If you value that, and you want to support what we do, you can buy us a coffee at buy me a coffee dot com slash fexingo. It's a small way to keep the podcast independent. Luna: Yeah, we really appreciate it. It's what keeps us from having to interrupt with sponsor spots. Lucas: Alright, back to negotiation. So let's get into the practical steps. Step one: know the market rate for the role you're targeting. Not just inside the company, but outside. That gives you a baseline. Luna: So you can say, 'Look, the average for this role with my experience is X, but you're offering Y.' Lucas: Exactly. And you can use sites like Glassdoor or LinkedIn Salary to get that data. But be careful, those numbers can be skewed. It's better to talk to a recruiter or a mentor who has a sense of the actual ranges. Luna: Step two would be to prepare your case, like we said, with quantified achievements. Lucas: Right. And step three is to practice the conversation. Role-play with a friend or a mentor. Just like you would for an external job interview. You don't want to stumble when you're making your ask. Luna: That's a great tip. And finally, what's the one thing you should never do during an internal negotiation? Lucas: Never threaten to leave if they don't give you what you want. That's the fastest way to burn a bridge. Instead, focus on the value you bring and the mutual benefit. Luna: So you keep it positive and collaborative, not adversarial. Lucas: Exactly. And if you do it right, you might just find yourself with a better role, a better title, and a better salary, all without leaving the company. And that's a win-win for everyone. Luna: And for those of you listening who are thinking about making a move, just remember, you have more power than you think. Lucas: Yeah. So go ahead, explore that internal opportunity, and negotiate like you mean it. Thanks for joining us on this episode of The Internal Move Podcast.