June 3, 2025 • 15 mins
"You're not being duped if someone leaves for better pay. You’re just part of their journey. Focus on what you gained while they were with you."
Notable Moments
02:36 – Setting the salary range and mismatched expectations
04:49 – When candidates leave for better offers (and it’s not personal)
05:35 – Questions to ask candidates taking a lower salary
07:52 – The value of short-term high performers
10:44 – What to do when a candidate asks for more than you can pay
11:13 – Why salary market analysis matters
13:35 – Where to get help with salary benchmarking
In this episode Tim Dyck and Jody Maberry explore the nuances of managing salary expectations in hiring. What do you do when a candidate asks for more than you can offer or decides to take a role below their usual pay? Tim shares practical steps for assessing motivation, minimizing risk, and deciding when it’s worth making the hire. Learn how to ask the right questions, handle salary gaps with transparency, and why short-term high performers can still bring long-term value. If compensation conversations ever feel awkward, this episode will help you approach them with strategy and confidence.
Read the blog for more from this episode about managing salary expectations.
Connect with Tim and his team:
Website: https://bestculturesolutions.ca/
LinkedIn: Best Culture Solutions, Inc
Instagram: @best.culture.solutions
Email: tim@bestculturesolutions.ca
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:07):
Welcome to the World at Work podcast, where business leaders and
job seekers come together to create winning cultures and fulfilling
careers. I'm your host, Jody Mayberry, and I'm here with
Tim Dick, the founder of Best Culture Solutions. Tim, it
is good to see you. I we haven't seen each other since
I returned from South America. So I'm glad you and Katie
(00:29):
Yeah. Kept everything going while I was away. We kept the ship
rocking. I was just thinking it's been a while, and I I just wanna know
if you met any capybaras while you were down there. Well, I did
not. The part of the Andes Mountains where I was, Southern Chile and
Patagonia, there there's not a whole lot of wildlife.
Okay. So there there is that. It was wonderful. Saw some
(00:50):
good birds, but there's not a whole lot of wildlife.
The wildest life I encountered was people, but that's true no matter
what. Everywhere I go, I used to be a park ranger, you know
that. And I would often get asked about
wildlife encounters. And the truth is the
wildlife encounters are more or less predictable because
(01:13):
animals do what animals do. It's the people that were so
unpredictable. But that's true in the workplace too, isn't it, Tim?
It is. And that's why we have that's why we do we do. I always
say people, people, and that's how we get involved. And, you know, it's funny
because now that you mentioned that, Jody, I would tell you that we've often talked
and you've often told stories about your time as a park ranger,
(01:36):
And I have never heard any stories about animals in that
time. Never. Only about people. Yeah. That's right. That's
how you spend most of your time. It's a very people focused
job. You would think it's wildlife focused. You would think it's
conservation focused, and it is on both counts. Sure. But you spend
most of your time dealing with people. Yeah. I believe that. And that's really
(01:58):
why you're there is to make sure that, you know, people own people. Or when
they do people, you're ready for it. Yeah. That's right. Yeah.
Well, we're not here to talk about being a park ranger, although perhaps
someday that is a good episode. What I wanna talk about now,
Tim, is managing salary expectations.
And and here's here's what I mean. So you hire someone
(02:21):
or you have a range. So let's say you're filling a position
for a company as you do with Best Culture Solutions. Yeah.
And the company says, this is our range. Let's
just use nice round numbers, easy to talk about.
Let's say the company said our salary range is $50,000 to
$60,000 Right. And you get a very
(02:44):
good candidate for the job, and they say their expectation
on salary is well above that. So Yeah. Let's have
that conversation, Tim. What what do you do? Well,
in many cases, what you do is actually you move on.
Right? But there are because, like, a lot of times, you just know, right,
this isn't gonna work out. But every now and then, you know, you will come
(03:06):
across the candidate where even though that is
not what they had in mind, they are still open to working with
you. But you also need to approach it very carefully because if
you accidentally get those reasons wrong, then what might end up
happening right? Because oftentimes, what can happen is that you are
hiring somebody, and you know that you're gonna be underpaying them for what they can
(03:28):
for what they can get elsewhere in the market or what they're looking for. And
a lot of times, you might end up being just a springboard or a
place for them to hang out while they get a better offer. You know? And
I have seen that happen. I have seen companies even
knowingly take that risk and then get burned by it, so to speak. But it's
not really burning if you knew it was coming and you went into it eyes
wide open. But but I have seen companies sometimes
(03:52):
hire somebody knowing that they are
hiring somebody that is, you know, that could typically command far
more compensation wise than you're about to offer what you can
offer. And then next thing you know, they know about a month or two later,
they have gotten the opportunity that they always wanted. And a lot of times, a
lot of people start feeling getting bad feelings about that or thinking the other
(04:14):
person misled them or they duped them, and that's really not true. A lot of
times what happens or or they use them to get a job and and there's
a springboard deliberately, and that's really not true. A lot of
times what happens is that because they had already
started their job search when they were talking to you, something that was already kind
of going on comes up afterwards. And even though they
(04:35):
may have wanted your job at first knowing, when that
offer comes in, it's very hard to resist. Right? Or somebody finds them, and
they and they ask them if they're still interested. A lot of times, these types
of wheels have been put in motion before they accepted the job with you. So
and even if all of that is true and they did use you
as a springboard, dwelling on it and being angry about it is not gonna be
(04:57):
good for you. So but I always say just treat people in good faith. But
I would say, going back to the original question, is there's a lot of things
that you should talk about with that person, you know, if they tell you that
they're still interested in the job, even though they know that the pay rate is
very different. Because, you know, before you take that
step and you take them, you know, add that further
(05:18):
word, so to speak, you know, you should ask some questions to make sure
that their what their motivations are for wanting to do that. So that way, you
don't end up on the wrong side of that conversation, say, a month or two
down the road, if that makes sense. So let's talk about those
some of those questions to gauge that. What would you ask?
Yeah. Very I mean, it's it's there's a lot of similarities here to a lot
(05:39):
of the questions that we might ask using motivation based interest
interviewing to understand what somebody's career fit is. Right? You know, what
is it that they like in the work? What are their strengths? You What are
their actions? The big one is what are your career goals? Right? I mean,
what is it that's motivating this switch for you? What is it that makes you
want to take something that's gonna pay less? What is it that, you
(06:01):
know, like, why? And just get to the the bottom of it. Like, you know,
where do you wanna go with your career in the next two to five years?
There's some people that wanna take a legitimate step back. You know what I mean?
Well, Lee we talk about Lee Cockrell all the time with this job. If I'm
not mistaken, and you would know his story better than I do, but if I'm
not mistaken, there was a time when
he took a step back to a role that had less kind of
(06:23):
responsibility than he was used to so that way he could refocus on some leadership
stuff, and then and then he bounced back. But you need to really be clear
about, you know, like, what is going on and why why are you
making the step back, and what is the motivator, you know, and dig
in and and kind of agree between the lines on whether or not it's just
a stepping stone or if this is a deliberate reason. This is a job
(06:44):
with exposure to something that they wanna get. Maybe it's a maybe it's a
job where and it's okay if they need to do this, and I don't always
recommend this, but maybe they need to just regroup and refocus on
on some things, and they wanna get, you know, get deliberate and really,
really proactive about fundamentals towards a certain
skill. But just really getting to the bottom of it and asking them good
(07:06):
questions about what's motivating them to take this pay cut. Why? Why
doesn't it matter to them? And just making sure that they have good valid
reasons for it or that they've mitigated the risk around that. So you don't end
up getting burnt is just so important because people sometimes do have
legitimate reasons for it, but you need to make sure. The one thing I would
say is that you don't always have just because the the reasons check out,
(07:28):
it doesn't mean that they're gonna be with you forever, and you're always on borrowed
time when people have earning power that's greater than that. And that might not be
a bad thing. And maybe, you know, one thing that I would suggest to people
is go into that situation with an open mind as well. You know,
I find a lot of employers are saying, but, you know, if you're
not gonna be with me for twenty years, then I don't want to you know,
(07:50):
then I'm worried about you being a flight risk. And I would say, but, you
know, nobody's ever with you forever. And what you can do
is, you know I mean, what what let me just track my words again. The
advantage of having somebody for a short period of time, even if they're not with
you for five or ten years, even if they're with you for two or three
years, and they're operating at a high level, you know, even if you know they're
not gonna be with you forever because they can command more elsewhere, the reality
(08:13):
is that you are gonna get two to three, whatever, however many
years of really good strong performance
from that person. Maybe get a lot of things cleaned up or fixed in that
role that you wouldn't have gotten otherwise if you're afraid of getting bit. So
maybe that's not such a bad thing. Right? Yeah. I can see that
where you get this person who if they if
(08:35):
on the market, they can command a higher salary than you're offering,
they likely also are bringing with them skills
and experience that are above what you normally would get in that role. So
even if it is for a year, I think your company can really benefit from
that. Yeah. Exactly. I mean, what if there's something that there's a
project that nobody's been able to pick up so far that this person
(08:58):
has a higher capacity to pick up and now it's being resolved. Right? You
know? Or what if, it's a brief time where they can get mentorship or
they can give mentorship to people who need it? You know? And while they're cleaning
up some things or or bringing the other people up around them, and so they
leave for a little bit and then or so they leave after a little bit,
but the people around them have more capacity to backfill later, right, or
(09:20):
do other things in your organization. So it's not always a reason to say no.
And I think that, you know, a lot of companies, if they get any hint
in the interview that anybody could end the employment relationship before they
do, they get really squirrelly about it. And you don't need to. I mean, that
we don't need to get insecure about that. Just make sure that you understand, though,
and you have good continuity processes in place. But I would tell you that, you
(09:41):
know, a year, two, three years, you know, of high performance,
higher than normal performance in that role is probably gonna leave you further
ahead than none. And so sometimes take the most of what you can get,
right, and go with it. But you do really need to dig deep as to
why that person is doing it because you don't want a situation either where somebody's
gonna be there for two or three weeks and then be gone as they start
(10:02):
shopping job offers around. But also be open to the fact that they're probably
not gonna be there for ten years. Right? But if you can get those years
of performance, then then that is important or that is valuable, I should
say. So far, our conversation has
tilted towards we have an open rule that does not pay
as much as their expectation was, but they've decided to
(10:24):
take it and we wanna look at why. Mhmm. What if we look at
it the other way where they're asking for more?
Mhmm. Are there ever cases where we would
even if we can't pay them more Right. We still try to talk them
into taking the job because they we realize what a good fit they would
be. Yeah. To be honest, no. I would not.
(10:47):
And here's why. Like, I wouldn't beg anybody taking a job they're ready for. I
think you can tell them, right, what would be
advantageous to it. And, generally, if their reasons
for wanting the job don't line up with what you
need, then I would move on as well. The other thing to think
about is that you should also always do really good strong
(11:08):
compensation analysis for your role before you start recruiting for it, and
here is why. Just because somebody is asking more for
this role than you have budgeted, it doesn't mean that they should be commanding more
for this role in your budget. Not to question whether or not those individuals
are good people that do good work. I don't know that. But what I mean
is that if you do market analysis of what similar roles are being compensated
(11:30):
for in the market, you can find out pretty quickly, you know, if this
person is asking for way more than what any company would pay for this role,
then move on. Right? Don't let them hold you hostage either just because they're good.
The fact that you're in the right space, compensation wise
compared to the market tells you that there will be other people out there, right,
that are able to do the job and are willing to do the job, if
(11:52):
that makes sense. You know? So if you go to the market and you find
out the job that you have, pay 60 to $80,000 a year, 60 to
$70,000 a year, and somebody comes in wanting 90 or a hundred and they're
not gonna budge, then I would do some market research, make sure that
you're right and that this type of job does get compensated that level. But
then if it does, then say, well, that's not what we can offer and move
(12:14):
on and keep looking for somebody. You know? And and I would also tell you
that, you know, we're talking about offering somebody a job for less than
market value or sorry. Not less than market value. Sorry. Less than what they
are hoping to make. And I would just first of all, before ever
offering anybody more than what you budgeted, just check yourself against the
market to make sure that you're paying fairly and competitively for the role. I don't
(12:36):
think that you should pay on the lowest end of what is out there for
competitive pay, but, you know, mid high is is very
competitive and that's where you should be. And that's what I would suggest people look
for. I think this was a great episode, Tim, because
this is one of those topics that you don't
know you need it until you need it. And then once you need it, where
(12:58):
do you turn? So hopefully, you've heard what Tim has said
here and you now you'll know. Okay. I'm armed for this
situation a little bit because hopefully your
company has a good enough culture. There will come a time where you have
somebody who perhaps could command a higher salary that now
comes on as a role and you're going to have to manage those
(13:20):
salary expectations and what's there and what's not there. Tim,
you mentioned, salary market analysis.
Let's just say my company has never done one of those before
and we could use some help. Where do we turn? Yeah. Good question. Well, it's
not hard to do, but it takes time to do. Let me just quickly explain
kind of some of the methodology, and I'll tell you how we can help. But,
(13:42):
basically, yeah, you want to look at what other companies or organizations
are paying in your area for that role. Benchmark yourself
against benefits. Benchmark yourself against, you know, total
pay, total rewards packages, vacation time that you're offering, or PTOs, it is in The
States. Make sure that you're competitive. Understand what other companies are doing on average, and
then make a strategic decision as to where you want to be. If anybody ever
(14:05):
needs help with that, we do that. And our website is
bestculturesolutions.ca. And you can email me at timbestculturesolutions.
Ca. But anytime money comes into the equation, it's good to have a
very deliberate strategy either in any case when you have somebody that, you
know, might come in at a higher pay grade or at a lower pay grade,
how to address that and handle it, make sure that you have a firm and
(14:26):
fair position in the market. Alright. I've always marveled,
Tim, that no matter what our topic is, it just
happens to turn out that best culture solutions can help. It's like we
designed that or something, or we talked about things that we do every day. I
don't know why how that happened. Yeah. It's remarkable.
Well, feel free to reach out to Tim if you have any questions about
(14:46):
this topic. Best culture solutions can help. Thank you so much, Tim, and
thank you for listening to World at Work.
Welcome to the World at Work podcast, where business leaders and
job seekers come together to create winning cultures and fulfilling
careers. I'm your host, Jody Mayberry, and I'm here with
Tim Dick, the founder of Best Culture Solutions. Tim, it
is good to see you. I we haven't seen each other since
I returned from South America. So I'm glad you and Katie
(00:29):
Yeah. Kept everything going while I was away. We kept the ship
rocking. I was just thinking it's been a while, and I I just wanna know
if you met any capybaras while you were down there. Well, I did
not. The part of the Andes Mountains where I was, Southern Chile and
Patagonia, there there's not a whole lot of wildlife.
Okay. So there there is that. It was wonderful. Saw some
(00:50):
good birds, but there's not a whole lot of wildlife.
The wildest life I encountered was people, but that's true no matter
what. Everywhere I go, I used to be a park ranger, you know
that. And I would often get asked about
wildlife encounters. And the truth is the
wildlife encounters are more or less predictable because
(01:13):
animals do what animals do. It's the people that were so
unpredictable. But that's true in the workplace too, isn't it, Tim?
It is. And that's why we have that's why we do we do. I always
say people, people, and that's how we get involved. And, you know, it's funny
because now that you mentioned that, Jody, I would tell you that we've often talked
and you've often told stories about your time as a park ranger,
(01:36):
And I have never heard any stories about animals in that
time. Never. Only about people. Yeah. That's right. That's
how you spend most of your time. It's a very people focused
job. You would think it's wildlife focused. You would think it's
conservation focused, and it is on both counts. Sure. But you spend
most of your time dealing with people. Yeah. I believe that. And that's really
(01:58):
why you're there is to make sure that, you know, people own people. Or when
they do people, you're ready for it. Yeah. That's right. Yeah.
Well, we're not here to talk about being a park ranger, although perhaps
someday that is a good episode. What I wanna talk about now,
Tim, is managing salary expectations.
And and here's here's what I mean. So you hire someone
(02:21):
or you have a range. So let's say you're filling a position
for a company as you do with Best Culture Solutions. Yeah.
And the company says, this is our range. Let's
just use nice round numbers, easy to talk about.
Let's say the company said our salary range is $50,000 to
$60,000 Right. And you get a very
(02:44):
good candidate for the job, and they say their expectation
on salary is well above that. So Yeah. Let's have
that conversation, Tim. What what do you do? Well,
in many cases, what you do is actually you move on.
Right? But there are because, like, a lot of times, you just know, right,
this isn't gonna work out. But every now and then, you know, you will come
(03:06):
across the candidate where even though that is
not what they had in mind, they are still open to working with
you. But you also need to approach it very carefully because if
you accidentally get those reasons wrong, then what might end up
happening right? Because oftentimes, what can happen is that you are
hiring somebody, and you know that you're gonna be underpaying them for what they can
(03:28):
for what they can get elsewhere in the market or what they're looking for. And
a lot of times, you might end up being just a springboard or a
place for them to hang out while they get a better offer. You know? And
I have seen that happen. I have seen companies even
knowingly take that risk and then get burned by it, so to speak. But it's
not really burning if you knew it was coming and you went into it eyes
wide open. But but I have seen companies sometimes
(03:52):
hire somebody knowing that they are
hiring somebody that is, you know, that could typically command far
more compensation wise than you're about to offer what you can
offer. And then next thing you know, they know about a month or two later,
they have gotten the opportunity that they always wanted. And a lot of times, a
lot of people start feeling getting bad feelings about that or thinking the other
(04:14):
person misled them or they duped them, and that's really not true. A lot of
times what happens or or they use them to get a job and and there's
a springboard deliberately, and that's really not true. A lot of
times what happens is that because they had already
started their job search when they were talking to you, something that was already kind
of going on comes up afterwards. And even though they
(04:35):
may have wanted your job at first knowing, when that
offer comes in, it's very hard to resist. Right? Or somebody finds them, and
they and they ask them if they're still interested. A lot of times, these types
of wheels have been put in motion before they accepted the job with you. So
and even if all of that is true and they did use you
as a springboard, dwelling on it and being angry about it is not gonna be
(04:57):
good for you. So but I always say just treat people in good faith. But
I would say, going back to the original question, is there's a lot of things
that you should talk about with that person, you know, if they tell you that
they're still interested in the job, even though they know that the pay rate is
very different. Because, you know, before you take that
step and you take them, you know, add that further
(05:18):
word, so to speak, you know, you should ask some questions to make sure
that their what their motivations are for wanting to do that. So that way, you
don't end up on the wrong side of that conversation, say, a month or two
down the road, if that makes sense. So let's talk about those
some of those questions to gauge that. What would you ask?
Yeah. Very I mean, it's it's there's a lot of similarities here to a lot
(05:39):
of the questions that we might ask using motivation based interest
interviewing to understand what somebody's career fit is. Right? You know, what
is it that they like in the work? What are their strengths? You What are
their actions? The big one is what are your career goals? Right? I mean,
what is it that's motivating this switch for you? What is it that makes you
want to take something that's gonna pay less? What is it that, you
(06:01):
know, like, why? And just get to the the bottom of it. Like, you know,
where do you wanna go with your career in the next two to five years?
There's some people that wanna take a legitimate step back. You know what I mean?
Well, Lee we talk about Lee Cockrell all the time with this job. If I'm
not mistaken, and you would know his story better than I do, but if I'm
not mistaken, there was a time when
he took a step back to a role that had less kind of
(06:23):
responsibility than he was used to so that way he could refocus on some leadership
stuff, and then and then he bounced back. But you need to really be clear
about, you know, like, what is going on and why why are you
making the step back, and what is the motivator, you know, and dig
in and and kind of agree between the lines on whether or not it's just
a stepping stone or if this is a deliberate reason. This is a job
(06:44):
with exposure to something that they wanna get. Maybe it's a maybe it's a
job where and it's okay if they need to do this, and I don't always
recommend this, but maybe they need to just regroup and refocus on
on some things, and they wanna get, you know, get deliberate and really,
really proactive about fundamentals towards a certain
skill. But just really getting to the bottom of it and asking them good
(07:06):
questions about what's motivating them to take this pay cut. Why? Why
doesn't it matter to them? And just making sure that they have good valid
reasons for it or that they've mitigated the risk around that. So you don't end
up getting burnt is just so important because people sometimes do have
legitimate reasons for it, but you need to make sure. The one thing I would
say is that you don't always have just because the the reasons check out,
(07:28):
it doesn't mean that they're gonna be with you forever, and you're always on borrowed
time when people have earning power that's greater than that. And that might not be
a bad thing. And maybe, you know, one thing that I would suggest to people
is go into that situation with an open mind as well. You know,
I find a lot of employers are saying, but, you know, if you're
not gonna be with me for twenty years, then I don't want to you know,
(07:50):
then I'm worried about you being a flight risk. And I would say, but, you
know, nobody's ever with you forever. And what you can do
is, you know I mean, what what let me just track my words again. The
advantage of having somebody for a short period of time, even if they're not with
you for five or ten years, even if they're with you for two or three
years, and they're operating at a high level, you know, even if you know they're
not gonna be with you forever because they can command more elsewhere, the reality
(08:13):
is that you are gonna get two to three, whatever, however many
years of really good strong performance
from that person. Maybe get a lot of things cleaned up or fixed in that
role that you wouldn't have gotten otherwise if you're afraid of getting bit. So
maybe that's not such a bad thing. Right? Yeah. I can see that
where you get this person who if they if
(08:35):
on the market, they can command a higher salary than you're offering,
they likely also are bringing with them skills
and experience that are above what you normally would get in that role. So
even if it is for a year, I think your company can really benefit from
that. Yeah. Exactly. I mean, what if there's something that there's a
project that nobody's been able to pick up so far that this person
(08:58):
has a higher capacity to pick up and now it's being resolved. Right? You
know? Or what if, it's a brief time where they can get mentorship or
they can give mentorship to people who need it? You know? And while they're cleaning
up some things or or bringing the other people up around them, and so they
leave for a little bit and then or so they leave after a little bit,
but the people around them have more capacity to backfill later, right, or
(09:20):
do other things in your organization. So it's not always a reason to say no.
And I think that, you know, a lot of companies, if they get any hint
in the interview that anybody could end the employment relationship before they
do, they get really squirrelly about it. And you don't need to. I mean, that
we don't need to get insecure about that. Just make sure that you understand, though,
and you have good continuity processes in place. But I would tell you that, you
(09:41):
know, a year, two, three years, you know, of high performance,
higher than normal performance in that role is probably gonna leave you further
ahead than none. And so sometimes take the most of what you can get,
right, and go with it. But you do really need to dig deep as to
why that person is doing it because you don't want a situation either where somebody's
gonna be there for two or three weeks and then be gone as they start
(10:02):
shopping job offers around. But also be open to the fact that they're probably
not gonna be there for ten years. Right? But if you can get those years
of performance, then then that is important or that is valuable, I should
say. So far, our conversation has
tilted towards we have an open rule that does not pay
as much as their expectation was, but they've decided to
(10:24):
take it and we wanna look at why. Mhmm. What if we look at
it the other way where they're asking for more?
Mhmm. Are there ever cases where we would
even if we can't pay them more Right. We still try to talk them
into taking the job because they we realize what a good fit they would
be. Yeah. To be honest, no. I would not.
(10:47):
And here's why. Like, I wouldn't beg anybody taking a job they're ready for. I
think you can tell them, right, what would be
advantageous to it. And, generally, if their reasons
for wanting the job don't line up with what you
need, then I would move on as well. The other thing to think
about is that you should also always do really good strong
(11:08):
compensation analysis for your role before you start recruiting for it, and
here is why. Just because somebody is asking more for
this role than you have budgeted, it doesn't mean that they should be commanding more
for this role in your budget. Not to question whether or not those individuals
are good people that do good work. I don't know that. But what I mean
is that if you do market analysis of what similar roles are being compensated
(11:30):
for in the market, you can find out pretty quickly, you know, if this
person is asking for way more than what any company would pay for this role,
then move on. Right? Don't let them hold you hostage either just because they're good.
The fact that you're in the right space, compensation wise
compared to the market tells you that there will be other people out there, right,
that are able to do the job and are willing to do the job, if
(11:52):
that makes sense. You know? So if you go to the market and you find
out the job that you have, pay 60 to $80,000 a year, 60 to
$70,000 a year, and somebody comes in wanting 90 or a hundred and they're
not gonna budge, then I would do some market research, make sure that
you're right and that this type of job does get compensated that level. But
then if it does, then say, well, that's not what we can offer and move
(12:14):
on and keep looking for somebody. You know? And and I would also tell you
that, you know, we're talking about offering somebody a job for less than
market value or sorry. Not less than market value. Sorry. Less than what they
are hoping to make. And I would just first of all, before ever
offering anybody more than what you budgeted, just check yourself against the
market to make sure that you're paying fairly and competitively for the role. I don't
(12:36):
think that you should pay on the lowest end of what is out there for
competitive pay, but, you know, mid high is is very
competitive and that's where you should be. And that's what I would suggest people look
for. I think this was a great episode, Tim, because
this is one of those topics that you don't
know you need it until you need it. And then once you need it, where
(12:58):
do you turn? So hopefully, you've heard what Tim has said
here and you now you'll know. Okay. I'm armed for this
situation a little bit because hopefully your
company has a good enough culture. There will come a time where you have
somebody who perhaps could command a higher salary that now
comes on as a role and you're going to have to manage those
(13:20):
salary expectations and what's there and what's not there. Tim,
you mentioned, salary market analysis.
Let's just say my company has never done one of those before
and we could use some help. Where do we turn? Yeah. Good question. Well, it's
not hard to do, but it takes time to do. Let me just quickly explain
kind of some of the methodology, and I'll tell you how we can help. But,
(13:42):
basically, yeah, you want to look at what other companies or organizations
are paying in your area for that role. Benchmark yourself
against benefits. Benchmark yourself against, you know, total
pay, total rewards packages, vacation time that you're offering, or PTOs, it is in The
States. Make sure that you're competitive. Understand what other companies are doing on average, and
then make a strategic decision as to where you want to be. If anybody ever
(14:05):
needs help with that, we do that. And our website is
bestculturesolutions.ca. And you can email me at timbestculturesolutions.
Ca. But anytime money comes into the equation, it's good to have a
very deliberate strategy either in any case when you have somebody that, you
know, might come in at a higher pay grade or at a lower pay grade,
how to address that and handle it, make sure that you have a firm and
(14:26):
fair position in the market. Alright. I've always marveled,
Tim, that no matter what our topic is, it just
happens to turn out that best culture solutions can help. It's like we
designed that or something, or we talked about things that we do every day. I
don't know why how that happened. Yeah. It's remarkable.
Well, feel free to reach out to Tim if you have any questions about
(14:46):
this topic. Best culture solutions can help. Thank you so much, Tim, and
thank you for listening to World at Work.
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