Recently, I was offered a position with a local school district. It was a role I was excited about. It aligned with my background, would have let me make a direct impact, and offered the kind of work I care deeply about. But after careful thought, I turned it down.
The reason?
The salary.
This wasn’t an easy decision. I’m not someone who takes job offers lightly, especially in today’s job market. But as much as I wanted the role, the compensation just wasn’t enough to support my family, my goals, and the commitments I’ve already made.
It’s not about being greedy. It’s about being realistic. There’s often a stigma around turning down a job because of salary. We’re told to be grateful, that passion should outweigh pay, or that we’ll “figure it out.” But figuring it out often means making sacrifices that quietly pile up: financial stress, burnout, or resentment. I’ve learned to weigh those costs seriously.
I know my worth and my budget. I’ve worked hard to get where I am. I’m earning my master’s in HR, pursuing certification, and actively building a career that’s sustainable. That means honoring what I need, not just emotionally or professionally, but practically. If an offer doesn’t allow me to meet those needs, I owe it to myself to say no.
Employers, Let’s Talk About Pay
There’s a bigger conversation here, and it’s one that employers need to have, especially in education, government, and nonprofit spaces. Pay needs to reflect the scope, responsibility, and expertise required for a role. Too often, we see job descriptions asking for the moon, asking for multiple certifications, years of experience, strategic leadership, and offering salaries that barely meet the cost of living. In the instance of the job I turned down, there was a clear mismatch in the requirements of the role and the level of pay. They wanted an HR Generalist for an HR Coordinator’s salary. There’s a difference between these two roles, and if you’re in the world of HR, you know that.
Benchmarking isn’t optional anymore. In today’s labor market, competitive pay is not just a nice-to-have—it’s foundational. Benchmarking compensation against similar roles in the region and industry helps ensure offers are fair, sustainable, and capable of attracting the right talent. It also signals respect. It tells candidates, “We value your time, your work, and what you bring.”
When pay doesn’t match the responsibilities, people opt out. Not because they don’t care, but because they can’t afford to care at their own expense.
The takeaway for those who hire should be that people want meaningful work, but meaning doesn’t pay the bills. If employers want to attract and retain great employees, especially in mission-driven spaces, companies have to align expectations with what they’re willing (and able) to offer.
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