Colorado has passed legislation around this, so we'll have a test case soon.
> The Guidance makes clear that employers must disclose compensation and employee benefits information in each job posting for (i) positions that are to be performed in Colorado, or (ii) remote positions that could be performed in Colorado.
My employer posts salary for all positions and for me its been net negative. I was always aware that my odds of getting more money are low, but now seeing how much (and little) others are compensated makes me feel worse about my job. It will be very nice when applying for jobs, but has created a lot of frustration for me.
I'd just point out that this is largely a cultural phenomenon. In some countries it is normal to post everyone's salary (similarly, student grades are posted on the wall after exams).
A lack of transparency really only aids the employer (after all, the employer knows what everyone makes, and with salary comparison services they know exactly how competitive their salaries are).
Price transparency is a basic requirement of functioning markets. It’s funny that it’s so taboo in the US, with such a significant voting population espousing pro “free” market, pro business sentiments.
> Price transparency is a basic requirement of functioning markets
Is it, and does it apply here? The employee is the seller who would declare the price. Employers are purchasing workers and I don't blame them for not trying to apply prices to products too much.
Flipping those roles is like telling customers to name their price when they enter a store. Customers would pay as little as possible, such businesses would fail to keep losses at bay, and other businesses that don't behave this way would survive.
The burden is on the employee to name their value, and the business can decide whether or not they want to buy. When employees don't name their value upfront, they're the ones acting like a shady business that wants customers to guess the price, since an unknowledgeable patron is likely to overpay.
Yes, price movements are how buyers and sellers in the market know the supply and demand curves are moving.
> The employee is the seller who would declare the price.
Both buyers and sellers can declare the price they are willing to buy and sell at. But that’s not important, only the price the transaction clears at is important for others to know.
> Flipping those roles is like telling customers to name their price when they enter a store.
Price transparency has nothing to do with whom puts out the first price in the negotiation. It’s only about knowing what other transactions cleared at so you have an accurate idea of supply and demand. Also, people looking for long term employment is not analogous to purchasing a low cost item in a store.
> Customers would pay as little as possible, such businesses would fail to keep losses at bay, and other businesses that don't behave this way would survive.
This is not true. Depending on supply and demand, buyers or sellers can have the upper hand in a transaction and who is naming the price first has nothing to do with which price is accepted by both parties, and certainly does not predict what business survives and not.
> When employees don't name their value upfront, they're the ones acting like a shady business that wants customers to guess the price, since an unknowledgeable patron is likely to overpay.
Bartering on price is not shady business. People do it all the time with large purchases, such as cars, real estate, wages and in poorer countries, even clothing and food. When employees don’t name their value, they’re simply might be doing so because they don’t have the clear upper hand in the negotiation, and are not willing to upset the other party. Or they want to let the other party name their price, and go from there. There’s nothing wrong with various negotiating strategies.
What is clear, is that 90% of people have very little information of supply and demand for the labor market compared to employers, so they obviously are at a disadvantage. The solution is websites like levels.fyi, that even the playing field so employees know how the supply and demand curves are actually moving.
Other than salaries, where do you see a lack of pricing transparency in the US that can be found elsewhere?
About salaries you can get a good idea by talking to people and with sites like glassdoor. The ballpark range of salaries isn't such a secret.
And, to elaborate on my previous comment, if a business were to advertise salaries, it'd be easy for a competitor to outbid them for employees they really want. So that system just wouldn't ever become the norm.
Glassdoor isn't a magical truth ball, it depends on 1) random users putting in info, and 2) putting in correct info.
For issue 1) you have a selection bias, and for issue 2) you have no way of knowing if that salary is for a hotshot with a great resume, 6+ years old and out of date, or anything else has changed within the company or field. And in a lot of cases the ranges are crazy large, almost uselessly so.
With a number in the actual job ad you know exactly where you're at: "SWE 2 @ 120k + 20% bonus + misc."
Glassdoor/others are good for ballpark ranges which is good enough for me. If you want to know ahead of time, there are some employers who opt into that. IMO the value brought by a human being is complex and they deserve a chance to argue their worth, so there is no sense in advertising a price point that may vary. We are all primarily competing against ourselves in a sense, and allowing wiggle room on compensation lets employers and employees make better connections.
If you don't want that, go to a union, work for a government, or do something with an hourly wage.
> Other than salaries, where do you see a lack of pricing transparency in the US that can be found elsewhere?
I’m not sure what the relevance of this question is, but I presume there might be countries where real estate sale prices are not public record. I think this is the case even in the US state of Texas.
> About salaries you can get a good idea by talking to people and with sites like glassdoor. The ballpark range of salaries isn't such a secret.
The internet is helping a little, but forums and sites like levels.FYI are much better than Glassdoor I think, which sells to employers so I would not trust it.
> And, to elaborate on my previous comment, if a business were to advertise salaries, it'd be easy for a competitor to outbid them for employees they really want. So that system just wouldn't ever become the norm.
If every business had to do it, then everyone is similarly advantaged/disadvantaged. The internet is already helping. For example, I would welcome a Swedish style system.
That question was in regards to your comment about price transparency being taboo in the US. I don't see that. What I see is, if you choose to do it, that is your right. However, forcing every employer to disclose salaries of every employee would be a significant change. There would need to be a good portion of the voting public backing that, in addition to consideration as to whether it's even enforceable. I don't see that happening any time soon.
This bothers me all the time. Several of the assumptions required to have a "free market" aren't met in the United States. If you try to have a conversation around that, you're a "communist", even though you're literally discussing how to have a free market.
Communism is basically orthogonal to the whole free market thing, though. Capitalism is defined as a system in which you can pay somebody a wage that's less than what you get from selling the products of their labour. Other than some basically technocratic stuff (how do you make sure workers are properly compensated) there's no specific communist problem with free markets I can think of. There's also no shortage of capitalist nations that were extremely anti free markets.
It's at least somewhat coincidence that communists have typically gone for high state involvement - Russia was, before it was communist, basically an entirely non-free market, and most industry happened at the behest of the Tsarist bureacracy, which was massive. So the USSR was big on state planning kind of as a continuation of that.
I see this sentiment a lot, but it seems blatantly false.
This assumes that employees are a fungible commodity whose price should be set by some efficient market rate, but that's not true at all.
Under the current regime, the setup helps top performers be compensated more highly, without torpedoing morale.
You can fantasize about a world in which the salaries are transparent and everyone has frank conversations like "Yes Jill makes 50% more than you even though you're nominally at the same level. Her compensation reflects her superior contributions to the company." But that's just not how it is.
It's weird that you call this "blatantly false" and talk about "the current regime", but my whole point is this "regime" only exists, culturally, in a relatively small subset of countries. I don't need to "fantasize" about how this would work because many other countries are already completely transparent about salaries. Not to mention that even in the US there are some locales that post everyone's salaries in government jobs, from the mayor down to the teaching assistant at the local university.
Also, FWIW, Joel Spolsky pretty famously detailed his company's transparent compensation plan, which took into account both experience and unique skill set.
Yes, the solution in different regimes is to homogenize compensation, as government jobs do. And my point is that doing so is worse for top performers who would tend to be paid more than the homogeneous compensation would give them.
There is that old Steinbeck gem about how poor or middle class Americans don't think of themselves as that, but as temporarily embarrassed millionaires. Hence wanting to hide their real worth.
How do you sell conspicuous consumption / Veblen goods to people if you can know, for sure, that they're really broke af?
I think that if you took the US exactly as it is, then make tax records public, after the initial explosion of interest, nothing particularly would change. The reason is that although the records would be available, only a tiny fraction of people would look at them a tiny fraction of the time.
On the other hand if you took Sweden as it currently exists, and put up a real time scoreboard on every office wall with the name and total comp of all employees (or all employees of that particular department, or whatever), you'd have pandemonium--except in workplaces with homogenized, formulaic compensation.
At my previous job the most highly paid developer used to regularly say at standups "yesterday I did nothing, today I will do nothing". However he was confident at good at negotiating
You can just ignore the question and answer "I'd be looking for a TC of x". See what they say. Make sure to add 20% to the TC because they didn't answer the question
To me, this sounds like a net negative in the same way that going to the dentist for a checkup reveals you have cavities. The root cause ( sorry) seems to be that your employer plays favorites, not that they reveal the fact they play favorites by being transparent.
This isn't about publicizing salaries of existing employees, it's about publicizing salary ranges in job postings. How does one "play favorites" with a generic job posting?
In my experience, the easiest way to get a substantial raise is to switch companies.
Your existing one will bump your salary by like 5-10%. A new one won't have that baseline, making it easy to go above that. My salary increased by like 45% in the last year. I've seen posts of people claiming they've doubled their salary with this one simple trick.
This is largely because managers don't understand just how in demand people are in tech. They think you are replaceable, until you quit, then they realize the market is insane and they have to increase their offer significantly.
At least here in Montreal software engineers are almost as high in demand as doctors.
It's not managers. The board sets a budget, the budget gets subdivided, and by the time low-level managers have an opportunity to chime in, an Overton window has been established and I have the power to give a 0-9% raise.
Upper management doesn't have the visibility or the introspection to know one single individual contributor is truly worth 30% more to their business.
I coach my reports to sell themselves. Tell the directors how they individually are adding value to the company. They are completely allowed to speak with higher ups, and usually they're more than willing to take 15 minutes and listen to ICs on virtually any topic they wish to speak about. Then, the directors will remember you when it comes time to making pay decisions. Most engineers are modest, but nobody gets penalized for communicating and highlighting the great work they do.
I mean, this may be true where you are, and it may be true in some other similar companies, but it's definitely not universally true.
Some companies are smaller than yours, or have better visibility, or give managers more budgetary latitude. Speaking as if this is The One Way It Always Works is unhelpful.
We (tech people) are replaceable, just that replacing us takes a lot of time, effort and money.
I know it feels like nitpicking, but I never felt that any of the developers were actually hard to replace: it takes some money, time spent on recruiting, interviewing, then training, but in the end, the new people catch up in a matter of months and the resources needed to invest in a replacement can be relatively easily estimated.
I usually don't see that with very good business and product people. When they left the company, the team became demotivated, the lack of company and product vision caused frustration, the company couldn't find a replacement at all, caused turnover. In my experience, good business people leaving is the early sign of the company going south.
The causation can go in both directions, though: 1. product and business people are the first to see if a product/business model isn't working out, so they leave. 2 they leave, then they can't be replaced, replacement is only half as good, people quit because of lack of vision, things go even worse, more people quit, company has to shut down.
Senior leadership is the hardest to replace. Marketing managers or sales agents or the director of HR or a jr accountant or product managers are easy to replace and change happens often. Changing the CEO can be a big transition but replacing the product owner on the main app shouldn't be too difficult and happens often enough.
In your example if the product manager sees the plan is not working out so they leave. Is it their business model? If so they are running away from a mess they created. If the model comes from above than senior leadership is lacking.
Not being able to replace would point to a problem with either HR or senior leadership .
I'm sure there are senior leaders who are amazing, and would be extremely difficult to replace. My experience of "senior leadership", however, has been, almost universally, that they're in that position because they were born into money, their organizational skills are crap, and they think "vision" means "sticking with the status quo (with maybe one oddball quirk) and "leadership" means "yelling at people until they do what you want."
That kind of "senior leadership" isn't hard to replace at all.
I see where you're coming from, but consider the cost of the replacement process itself: it can be chaotic jumping from one set of crap organizational skills to another. Point being, it's not so much that the person is very valuable themselves, but more that higher position = bigger disruption.
In fact there might be a slightly counterintuitive relation here: assuming good intent on all sides, transition from a leader with good organizational skills would be less disruptive.
You're not wrong, and I think that your last point is actually very true—and that this is part of what lets the leaders with crap organizational skills get away with it. It's not immediately obvious that their terrible leadership is ruining the organization.
What's needed, IMO, is a cultural shift away from the idea that we need a singular, extremely powerful CEO/president/chairman, and toward more group-oriented decision-making processes and devolution of both responsibility and power.
We abandoned absolute monarchies for a lot of very good reasons, and one of them is that having one guy who can just walk into any room in the kingdom/company and exercise the power of (in this case, financial, but that often becomes very literal) life and death over anyone else in there is a bad thing.
A lot of the ability for senior leadership to get things done is due to the network they've built inside the company, and their understanding of the power dynamics within that company. This is less and less true the lower you go in the ranks. Therefore it might cost some extra money to replace that IC, but nothing like the hit to productivity that switching senior management could cause. One way to guard against that would be to adopt a model where senior management are routinely switched so that the working level becomes robust against changes in management.
Lol, no. They understand exactly how in demand developers are. But they also understand that most people are reluctant to switch jobs because of the effort, the uncertainty, and the bad feeling of letting your teammates down.
You can save a lot of budget by not giving competitive raises.
The demand in Montreal is... different. I'm in tech in Canada and I consider it from time to time -- Montreal, I mean -- and it's often a no-go. My wife is French-Canadian, ethnically speaking, and kinda interested, and I'd like the city all of the times we've visited.
Taxes are high in Canada but are the highest in the QC. By a lot. You get good stuff, like free or subsidized daycare, but you lose a lot of $$$ out of that paycheck.
COL in Montreal is low, but it's a cold place. Like, why go to Canada when I could go to Austin or the NC Research Triangle? Low COL means lower salaries. "Easier to be a human but harder to be a consumer" is what I've heard about COL and taxes in QC.
The CAD is weaker than the USD by around 20-30%, which makes it less cool for US-based devs. You can work around that by upping that CAD number, but remember the taxes are much higher and you'll be paying comparatively more, %-wise, at 210k CAD than you would at 150k USD.
Most jobs expect some degree of French, ranging from "learning but can get by" to "full-fluency in English and French". The city as a whole is kind of like that.
So yeah, of course there are jobs. They pay mediocre rates, need a second language, and mean you'll get taxed a lot. And if you're not in Canada, moving north presents logistical issues on top of months of snow.
I can't disagree with much of what you're saying, and still as a Canadian there is no realistic amount of money that could incentivize me to move to the US.
For Montreal, the French thing is largely true, meaning you would generally have to at least pretend to be learning French. I find that the requirement gets ignored regularly however when yours is the only decent CV in the pile.
Has it actually been established to matter all that much?
As attrition rates are surging throughout society. People are quitting faster. More and more people are on temp contracts. I find it kinda nuts that the sign that it is time to leave a company for a raise is hitting a productive stride. It is common knowledge that the best way to get a raise is to switch employers.
Yet absolutely nothing is being done with this information by employers. It isn't secret. So they seemingly have determined that preventing attrition isn't worth it.
No one wants to pay more for what you already have even though it is offering more. We see this with cable bills. Everyone expects more channel but static prices. Companies expect more out of a developer who has been with them 5 years over someone who has been there a year. But they want to continue to pay them the same as they did 5 years ago so they never give them raises.
If company Y is willing to pay 50% more to hire someone from company X, it's often because they want to bring in someone with external experience. A person already working at company X has that to offer to company Y, but not to their current company.
If company X isn't looking for external experience (because they figure they already have that experience in their senior management, other team members, etc), then they'll be happy to let the person leave for company Y and hire some new entry level / fresh grad / minimally qualified person for the position and start over.
The best way to get a raise is to switch, but the side-effect cost goes up as you get older, especially when you're in "family, house" territory. Remote work helps enormously with this, but there are other issues as well. To wit, a new job always comes with new social group and almost always with new tech, and both have a learning curve that can be quite stressful - and, hopefully, transient. There's also risk, like when you try to move a tree: sometimes the roots just don't take to the new soil, no matter how prepared you are or how good your analysis was. You ran the experiment, and you missed something and/or got unlucky, and theme's the breaks -- which is fine when you're single, and absolutely not fine when you have dependents. Hence: the traditionally risk-averse family man. It's not cowardice, it's love mixed with reason.
This was the case for me as well, up until my current employer. At my current employer, I have been consistently getting 30-40% raises each year (mostly in the form of RSUs). I am not sure if this is because the market has changed, or if this is specific to my current employer (probably a bit of both).
I wonder if transparent salaries across the board could help shift that? Companies may be then forced to offer competitive raises to retain their current workforce.
Or perhaps they’ll just find a way around it by using other forms of compensation that skirt transparency laws in spirit.
I think companies trail the market in a quickly rising market (like this one for SWEs) out of laziness and inertia (on both the company and employee side; employees don’t want to bother looking for a job if everything is otherwise good and the comp is “close enough”).
I found the opposite. I was hired mid-pandemic, but now my team is hiring someone with <20% of my experience for the same title and compensation. My manager has not addressed directly the point when I've brought it up.
Experience isn’t the only variable in determining compensation.
Some companies will simply pay people whatever it takes to convince them to join the company, which results in compensation that’s all over the place.
Some companies have surprisingly uniform compensation, some to the extreme that all developers are paid the same compensation in lock-step. This is usually an attempt to make things fair, but it creates a lot of animosity when people feel they deserve more than their coworkers.
And some times, it really does make sense to hire less experienced people into high-paying roles of their career trajectory looks promising. Hiring isn’t just about selecting for the height of experience on a bar chart. It’s also about looking at the slope. Less experienced employees who are growing very fast are best hired at high salaries, otherwise they’re just going to leave in a year when they grow even more. Conversely, if they fail to grow into the role they might need to be let go to make room for someone more appropriate for the position.
One of the tricky things about teams sharing compensation is that there is almost never a specific ordering of salaries that everyone on the team would agree is appropriate. It’s one of those situations where 80% of people on a team might see themselves as being in the top 20%.
As always, it helps to collect competing offers elsewhere. It helps even more to be prepared to take those offers if they pay more and higher salary is your highest priority.
> Conversely, if they fail to grow into the role they might need to be let go to make room for someone more appropriate for the position.
How many places fire people because they thought they might be a star performer but turn out to be only average? I thought Netflix was newsworthy for being "ruthless" in that way, that it was rare and that few companies have followed their example.
If you have virtually unlimited budget then keeping an over-leveled person in an overpaid position can slide if they’re still adding some value. However, it’s still better to demote them (difficult) or remove them to prevent animosity from brewing in their peers.
If you only have the budget to hire a few people, then having an overpaid and underperforming person taking up a valuable slot in your limited budget is a pressing issue. You need to get them off the team to free that budget up for someone who can earn it appropriately.
I mean Stack Ranking is still a thing in a lot of places.
Couple rotations through the ranking process and if you're not jumping you're on the way out. Smart devs will read the room and find a new gig before then.
Netflix also offers amazing, most-cash, compensation, and demands results up front. Throw 300k cash at me and I'll play those games for a while, too.
I got layoff about a month ago. While looking for jobs, the average pay increased about 20‰. I think it is either a reflection of the inflation, or that the companies are recognizing the need of more qualified employees amid the "great recovery".
Update: I was a Lead Software Eng.
I saw something similar. I wonder if its continuing.
You need software engineers to make software, we are the necessary commodity of the future economy, nee grads arent getting in person experience, bootcamps arent doing as great at teaching during the pandemic, the visa program was also reduced. Are we sreing a supply side squeeze and a demand side rush on devs?
Not exactly the opposite... Paying someone else with the same experience more money is very similar to paying someone with less experience the same money. In either case, they are paying other people more for equivalent experience.
Yes. They’re capable of handling about as complex task now as they were 11 years ago. If that’s the case, their relative value has not increased beyond that of their 1-year experienced peer.
Same here. When I found out, I asked my manager for a raise but didn't get it so I resigned. When I did, he offered to raise my salary with 30%. Left anyway and was hired again at same company a few years later for 50% above my original salary. Still felt like I was originally tricked into a low salary.
Probably because they were hired after you. Normally newer hires have much higher salaries than old timers for equivalent role/experience, it's like that everywhere
It already exists and is called Austria. The effect is that every job advertisement since 2011 says:
"The minimum salary amounts to xxxx € according to law/ordinance/collective labour agreement. According to candidate's skill set a recompense higher than that is possible."
The first sentence is mandatory. The second is not, but has become a stable trope.
Question for HN readers: do you think this is useful? Why/why not?
The second sentence actually even goes more like 'We will pay higher than that based on experience". As in they know that the collective bargaining agreement minimums will not get them anyone and they know this and will obviously pay more. Please apply! ;)
The system is basically an automatically fully unionized labour market.
I think it's valuable. Very much so actually. Not necessarily for software engineering jobs at the moment, because companies will have to pay above that to get someone anyway. In general though I think this helps people be paid more fairly overall. It might not result SV salaries anytime soon.
I'd say it helps newcomers to the job market a lot (both career start wise as well as moving to Austria from somewhere else. Again don't just think SWE here.
This kind of system also goes with other social stability benefits that might be strange to North Americans. Overall it should result in better care for everyone (health care, pensions etc) while it also equalizes the top towards the bottom more.
Germany isn't Austria but close. I know there for example, state pension and health care were top notch. You didn't have to have a 401k or an RRSP or an expensive extra health insurance/a good employer. The state took care of it (you paid higher taxes overall though).
Then the system broke and they told people in their 50s: oh btw the pension system is broken and broke. You have to start saving up for yourself. Oh and we will also tax your pensions now! (which they didn't before). Oh and btw this and this and this will no longer be covered by your health insurance. You better get extra insurance.
Screwed a good many people over that believed they were taken care of. Never mind the people that just can't start saving for themselves or buy the extra insurance. But there's also no 401k/RRSP system. The "Riester Rente" and the current 401k/RRSP "equivalent" basically just funnels your money into insurance companies. No way to invest yourself while being tax sheltered.
"the hourly or salary compensation, or a range thereof"
That's something of a loophole, though it often ends in an awkward standoff where the company has to explain why it offered you something other than the top of the range.
There are plenty of cases where a factor of two or more difference could be reasonable depending on the candidate and their fit for the position. If someone sees a role posted as $200K-$400K and balks if offered less than $400K, I hope they have other $375K+ offers in their back pocket.
Situations aren't awkward - people are. Some people can handle being told they aren't the best possible candidate. If they don't want the compensation, they can say no and walk away.
Is this not a good thing? It lets you see that you are being underpaid and allows you to negotiate from that position (or accept that you don’t think you’re worth what newer hires are.) I honestly don’t see a downside.
I'd be more likely to point the finger at human nature: if there are five engineers in a given role at a company, and they're paid different salaries, four of them are going to feel cheated.
I remember accidentally finding out a coworker (with about half my experience by the way) was being paid 50% more than me, and yea it totally felt like I was being cheated. Likely just because he was a smooth talker and not from any real technical talent. All hat and no cattle, as they say. Next review time I hinted that I thought there was a lot of upward room in the salary band for my experience level, but the conversation went nowhere so I quit and got a significant bump elsewhere.
This only works if both sides have access to all the info. The employer has all the info, but the employee had no info. They may agree to a lower wage because they think it is the best they can get. But with more info up front they may not have made that agreement.
What’s the harm to any person if private information of theirs is shared?
Person B should be (and is) free to tell person A their salary iff they want. If they don’t want to share that private information with A, no else should either.
You're thinking about an individual supply of information between two actors, not a sea-change by making it common knowledge among all market participants.
I wonder if you’re carefully thinking through the privacy concerns. Share anonymized (and non-de-anonymizable) information all you want. Don’t share private, individual information without that individual’s affirmative consent.
Same reason that it’s OK and informative to share how many people in your state have +COVID or +STD tests, but not how many in your household do.
I'm honestly not sure how I feel about the privacy concerns.
On the one hand I do very much support privacy in many areas. Facebook is a cancer that seeks to spy on me every second of the day and needs to be regulated for that reason. People need privacy for a lot of very important reasons.
On the other, I'm not sure how I feel about privacy in financial matters. Do people's salaries need to be secret? Yes, having other people's financial information is an advantage in negotiations, but wouldn't that even out if you both knew more about each other's finances? And make lots of other negotiations easier too.
Edit: I'm actually not sure it's a valid privacy state to conceal how many people have COVID in your household. It think that information being public has a lot of value and I don't know if I support privacy in that case. Where they were when the caught it is a dangerous thing to leak. But I don't see any reason to conceal it. Certainly, I wouldn't want COVID+ people around me, and I wouldn't want them hiding their status to sneak back to work and continue the pandemic either. "I am currently under quarantine" seems like an important message that needs to be broadcasted.
I couldn't care less what anyone else at my company makes for any practical reason. In the best case, I know I'm the highest paid person in circumstances X. In the worst case, I get jealous or enraged that someone else is either making more for the same contribution or making the same and contributing less (in my estimation).
I think it's pretty clear we just have different views on privacy. I view health and financial information as being nobody else's business, except as required disclosures to the government and those disclosures should be minimal so as to serve a valid government purpose and not be disclosed to random members of the public. Sure, the IRS needs to know how much I made last year. My neighbor or my non-supervisory, non-payroll, non-HR co-worker has no business knowing it.
Likewise, if there are quarantine restrictions for people with +CV19 test results, I support the government having enough information to enforce their quarantine restrictions, but not for the local Nosy Upinmybusiness to have that information.
> I think it's pretty clear we just have different views on privacy.
I'm not sure we do. I'm normally on the pro-privacy reflexive side. But the best way to test your beliefs is to have a discussion. I was hoping to take the opposite side on a few issues I'm more ambivalent about and clarify my own position.
In the case of "person X needs to be quarantined", I find myself leaning away from privacy by default because it interferes with people's ability to protect themselves. That's not suggesting I would be okay with knowing other people's cancer diagnoses or blood pressure.
Similarly, I'm not sure of the downside of your coworkers knowing what you make. It seems that openness will lead to everyone making more money. Possibly except the company, but honestly they may make more than enough extra revenue to make up for slightly higher salaries with more motivated workers.
> if there are quarantine restrictions for people with +CV19 test results, I support the government having enough information to enforce their quarantine restrictions,
Pragmatically, there just isn't sufficient government surveillance (thank goodness) for the government to enforce quarantine restrictions without the population's cooperation. That's why it's so scary to be in pockets of anti-maskers. It's also why I feel safe knowing that it's hard for the government to enforce similar measures outside of a pandemic.
How do you determine that any are “being cheated”?
Once you do, how do you share the salary information of five people such that four of them working together can’t de-anonymize the fifth? (I’m facing this exact issue at work; I do want to publish more info about salaries without risking even the slightest possibility to expose private information of any of our employees.)
1. Don't worry about that failure mode. There will always be ways for collusion among employees to gain salary information.
2. Publish the methodology by which compensation is calculated. That is, it is presumably some combination of algorithm based on location and role, performance, and discretion. Make the calculation methodology transparent (internally). This will also set a range you can publish externally.
This allows people to ask informed questions ("why is my perceived performance not being rewarded") instead of being completely baffled by numberwang. Transparency about the process and forces the company to do better, which is a good thing.
Then don't. But publishing aggregate salary information is not that. You're making an excuse to avoid sharing information that would help your employees.
You might, for example, try asking them, and seeing how many feel that their privacy would be violated by publishing aggregate anonymous salary data. The answer will be 0.
Keep in mind if you have a reasonable belief that all but one of your employees will collaborate to unmask another's salary, they have ample support to form a union and require internal transparency in the contract. Your threat model is illegitimate.
It depends on how you're aggregating, of course. If I publish an indicative range, I agree that I'm not divulging any private information. (That also happens to be exactly what I'm personally fighting HR/comp in order to be able to do. I want my employees to have this information, but I want that less than I want to protect the privacy of employees who have not chosen to share their information on their own.)
If I publish a names-redacted list of everyone's salary and track/level/job code, or a mean & std-deviation per track/level/job code, I am almost certain to divulge private information of at least one employee. I have spoken with employees on this topic. Publishing their data, even inadvertently (as in the Netflix contest example), does not have anywhere near 100% support.
Why do you care if four people can unmask the fifth? Isn't allowing them to figure out the range part of the impetus to share the data? Do you feel that one person is dramatically over/under paid? Is there a reason you wouldn't want to just put all that information in a spreadsheet with people's names and publish it?
But that failure mode seems pretty similar to the failure mode where all 5 share their salary. At least in my mind.
To really answer your question, I ask wonder what your goal is? Because that determines how to set up your information publishing.
My goal is to publish something that addresses questions roughly of the form: "Where am I in the overall salary range for my current role?", "Where would my current comp be relative to the next most likely role for me?" (to know if I "have room" in the current level or if the only large raise is to get a promotion/change role/change company), and [if possible] "How wide is the current band/are the bands in general? Are people paid within 10% of each other or 100% of each other?"
It's not a failure mode if all 5 people volunteer to share their salary information with each other. It is a failure mode if one of their salaries is exposed against their willing participation in the sharing.
I believe we are paying people fairly. (That specifically does not mean paying people equally, because the scope and value of their contributions to the company differ.)
On your last point, the biggest reason I can see not to share salary information (unless you want to take advantage of people) is that everyone tends to overvalue their own contributions.
Almost any aggregate statistics can be reversed by N-1 datapoints. Even something like Mean and Std. Deviation have a unique solution for the missing datapoint. Even just a band fails in the case that the missing person is one of the two extremes.
If that's the information you want to provide, does it matter how much the data directly reflects reality? Is there a reason to provide an actually min-max band as opposed to your budgeted min-max band (except that basing it on actual data keeps you honest and makes your employees trust the numbers more.)
That’s likely the solution we’re going to go with. If the scatter plot of actual salaries is $190-280K, I think saying “anywhere from $180-300K” or “$200-275K with rare outliers” or “centers around $240K, typically within 20%” would all be fine and would communicate more than nothing.
If the employees don’t trust the numbers unless you give them to the penny, why would they trust anything we said? If you don’t trust any of your employer’s statements, you should probably find another employer.
I wasn't talking about trusting your word if you're rounding or otherwise tweaking real numbers. I was talking about the tendency to lie to yourself (universally, not about you specifically) if you were trying to come up with a "reasonable" range. As in "sure, we never gave someone $385,000 for this position, but of course we would if a sufficiently good candidate arrived or when one of employees improves enough" with your 190-280k range you quoted.
Honestly, I think if you're going to do that to give me some idea of what the future holds (and it's not too much work) tell me how likely I am (individually) to move up in the band. It can be part of the annual review, or something as general as "we typically move people who are developing on track 15% of the way up the band as they progress from bottom to top". It gives a picture going forward and, if an employee doesn't advance, sends a powerful signal that they need to improve.
>Is part of the lesson here that software engineers (or maybe just typical HN readers) are bad at negotiating?
How do you know you are a good negotiator if everything is hidden? Is there a correlation between self proclaimed 1-x devs and self proclaimed great negotiators?
I'm outside of the typical hn-crowd, but was hired mid pandemic and was stonewalled when negotiating. I do plan on trying to re-negotiate rather than just talking about the issue when the hire is made though.
But if nothing comes of it, I end up just frustrated knowing I'm either under-payed or more likely just under-employed.
Very interesting thank you. This seems to have only partial compliance so far. If I do a search on a random location specific job board I'm seeing some companies with salary bands and some without. Datadog, for example, does not have the band listed where Xero and Snapdocs do.
While it is interesting that your experience has been negative, I would be curious to know how many people in your company look at this information in a positive light and have put it to work to their advantage.
I don't mean to minimize your struggles, but perhaps this is a case where the exception should not be the rule? Do the benefits to the people positively impacted outweigh the loss to the people negatively impacted?
> The Guidance makes clear that employers must disclose compensation and employee benefits information in each job posting for (i) positions that are to be performed in Colorado, or (ii) remote positions that could be performed in Colorado.
My employer posts salary for all positions and for me its been net negative. I was always aware that my odds of getting more money are low, but now seeing how much (and little) others are compensated makes me feel worse about my job. It will be very nice when applying for jobs, but has created a lot of frustration for me.
https://www.jdsupra.com/legalnews/colorado-releases-guidance...