Exactly. We know and recognise that pay scales are arbitrary. We are trying to get it right by neither underpaying nor overpaying. We are also trying to get it

Exactly. We know and recognise that pay scales are arbitrary. We are trying to get it right by neither underpaying nor overpaying. We are also trying to get it right by enabling a mature conversation on the topic, so instead of feeling undervalued and quitting after finding a better job, people within GrantTree can simply start some sort of process to get their pay adjusted to what they believe is a fair market value for their work. Alternatively, they might find out, through the process, that their work is not valued as much by others as they value it. This, if they are humble enough, is a signal that either they should be working on something else, or clarify to the rest of the company what the impact of their work is. Either way, this is an open process accessible to all, instead of something behind closed doors only available to those who are ballsy enough to ask for a pay raise. It's far from perfect, and it's often difficult and demanding of people (particularly those who are on the various pay task forces that assemble and disband to make changes or evaluate people), but it's working alright so far for us. It's also a huge learning opportunity for everyone involved. > But it assumes that the owner, is in fact, making more profit "off your back". This might be false. The owner might instead care about investing back into people and the working environment: an indirect "perk", if you will. There is no good idea humanity has ever had that cannot be twisted into a trap to fool people... unfortunately every good thought ends up being used by someone somewhere to screw someone else over. I like to think we (my cofounder and I) are on the good side of that assumption, but it's important for us to remember that if we shift to the wrong side of it then the whole system becomes polluted by this desire - or rather, this fear of not having enough.