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Your points are anecdotal as well, without you realizing it, in the sense that they're based on your lack of anecdotes. To further the anecdotal train I can te

Your points are anecdotal as well, without you realizing it, in the sense that they're based on your lack of anecdotes. To further the anecdotal train I can tell you I have a few first hand examples that prove you wrong: - Due to me negotiating well during the offer stage I received a title bump (to meet mandatory max salary range reqs) and had budget pulled from other open positions to pay for mine as I was now 40% (I'm guessing) above max pay for the position I interviewed for. - Before my latest job I've had one way candid conversations with coworkers (i.e., I know what they make) and I've always been significantly above them (25-40%) for the same level of experience or less. I'm completely against making salary numbers public for obvious reasons.

r00fus 6y ago
How did you manage to have one-way conversations about coworkers? Sounds like quite a feat.
majormajor 6y ago
Yes, I had one anecdote, and in it, I failed to hire the candidate I was looking at because I couldn't pull off that re-leveling. (It was discussed, but we didn't need that level of skill enough to justify shifting our other budget.) They walked away from the offer we gave them instead, as was their right. In the non-anecdotal part - yes, someone like you would be hurt with this. I consider that a net benefit. Your negotiation skills are not helping you write better software than me or anyone else, but they're redirecting money towards you instead of me. I distrust organization because I want to be able to make more than people based on skill and output, but I am all in favor of problems at all with measures to tie salary more strictly to output, or to make that more transparent. Heck, I've even managed people who made considerably more than people at their same title band, despite less experience - it was based on on the job performance, not years of experience or negotiation before being hired. The salary band for the range was wide so that it could accommodate both strong performers and poor ones.

r00fus 6y ago

How did you manage to have one-way conversations about coworkers? Sounds like quite a feat.

majormajor 6y ago

Yes, I had one anecdote, and in it, I failed to hire the candidate I was looking at because I couldn't pull off that re-leveling. (It was discussed, but we didn't need that level of skill enough to justify shifting our other budget.) They walked away from the offer we gave them instead, as was their right. In the non-anecdotal part - yes, someone like you would be hurt with this. I consider that a net benefit. Your negotiation skills are not helping you write better software than me or anyone else, but they're redirecting money towards you instead of me. I distrust organization because I want to be able to make more than people based on skill and output, but I am all in favor of problems at all with measures to tie salary more strictly to output, or to make that more transparent. Heck, I've even managed people who made considerably more than people at their same title band, despite less experience - it was based on on the job performance, not years of experience or negotiation before being hired. The salary band for the range was wide so that it could accommodate both strong performers and poor ones.