Brittany manages and implements global compensation strategies and principles for GitLab.
To support remote workers, you will need to make some big decisions about how your company decides what is fair compensation. You might need to invent specific methods for comparing people based on their level, location, base of operation, experience, protected class status, and job function, and invest in compensation software to help with the planning process.
The first thing is that there are no best practices for remote compensation philosophy. There's always a time and place where you actually build out a philosophy.
For us, we determined what our compensation philosophy was going to be very early on as a company.
Setting expectations with a candidate up-front can really help to ease the hiring conversation and make it more efficient.
Let them know:
One of the traps that you might fall into is Golden Handcuffs. So that you have somebody working for you who isn't really engaged but is never going to leave, because they can't make that kind of money anywhere else.
One place that we're very different from other companies that I'm really pleased that we actually have a part of our handbook that says, "Report a Discrepancy."
Every time we make any change to our compensation model, we do an analysis against the current team to make sure there isn't any impact.
Someone who is remote may feel they have this extra time because they're not commuting, and they end up allocating almost more time working remotely than they may have when physically working in an office.