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

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.