Seen a lot of talk on salary transparency in job listings. I never had to convince anyone @19thnews that it was a good idea since we were already doing it, but if you're in charge of hiring and it makes you nervous hopefully you can take some of my years of HR learnings to heart
1 - the idea that naming a # might dissuade top talent hasn't been the case for us (look at who we've hired). if that's a worry just post the minimum. consider who you dissuade by not. do you want top talent or do you want a skilled negotiator - those don't have to be the same.
2 - the ROI on lowballing a human isn't what you think it is. when they (+other staff) find out you've lowballed them don't be surprised when they lowball their effort. this is one of the first impressions you're going to make and you're using it to deepen that chasm of mistrust.
3 - if you're obscuring it to avoid the chaos of staff finding out someone else's pay as they come in, consider why. if staff trust know they're being paid fairly then this issue is moot. work on that part, rather than a bandaid that ends up actually infecting the wound instead.
4 - in working on comp decisions and processes the answer is math. when you say "it's complicated, there's a lot that goes into it" no one believes you when you say that, you actually have to figure out what those things are (we're in the process of doing that right now).
5 - if it's experience, how much does it impact it. if it's skillset, what are those skillsets and how much does it impact it. if it's location, say that. if they bring in factors you don't consider, you get to tell them it's not a factor. you'll have a more focused discussion.
6 - when you have these factors fleshed out and weighted, you get a tool to be able to use consistently every time you make a similar hire. that's part of what equity's about is you set a standard and you hold everyone to that standard consistently.
7 - at the end of the day you stand more to gain by closing that information gap early on. this isn't just about you picking someone, it's about them picking you. it's much, much harder to hire now and you know that. why make it harder by creating a retention risk from jump.
8 - if you don't want to take the time to talk staff through how pay decisions are made, or creating a fairer process that uses actual data to help make decisions, you'll lose more staff to orgs that WILL take that time or at least making steps to. 19thnews.org/19th-jobs/
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