Transparency in salaries

Alexander Kjerulf posted some time back about how secret salaries are a bad idea. Here are his major reasons:

  1. It frustrates employees because any unfairness (real or perceived) can’t be addressed directly.
  2. They’re not secret anyway. People talk, you know.
  3. It perpetuates unfair salaries which is bad for people and for the organization

I have been involved in situations that were complicated by people not knowing how much those they work with made and, in addition, not understanding how certain people/positions contribute to company success. In many cases the speculation and perceived injustice is much worse for people than coming to grips with the fact that someone might be more valuable in their current position than they are.

A couple benefits to being open and honest are:

  1. People don’t gossip as much
  2. Bad feelings about salaries do not linger and fester, they come to the fore sooner.
  3. There is greater trust in “management”.
  4. There is a thought that effort, skill and knowledge are rewards.
  5. A greater effort may be given because people feel that effort and good performance are fairly rewarded.

I think the idea of open salaries is a great idea and one that I would put in place were I to run a company.

[source: SuccessFactors Blog]

About Ben

Designer of information and interactions; contributes as much with enthusiasm and drive as anything else; generalist; can migrate easily between discussions of databases, use cases, and Photoshop techniques; avid blogger (from the days when it didn't have a name); critic of bad design; organized and presented at the minnebar (un)conference in Minneapolis; married, no children, dog; loves travel. alttext.com, minnestar.org, @alttext
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2 Responses to Transparency in salaries

  1. Help, help, I can’t spell Taylorist! I meant Taylorist, as in F.W. Taylor and “Scientific Management”. The antithesis of Agile.

  2. Adam says:

    I agree that transparency can be beneficial, although frustrations can and often do arise in transparent compensation environments, especially when people don’t understand or value the contributions certain people bring to a company’s success and its profitability.

    For example, sales people are perennially some of the highest paid people in companies. Are they typically the smartest or the most highly skilled? No. Yet, it’s a job most people hate and without them very little would get sold. As such, they are worth their weight in gold.

    Anyone’s compensation could be considered offensive to just about anybody else… unless you have a truly flat org, and everyone gets paid the same.

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