A guide to salaries in your industry
Money. It’s one of the main considerations for people when it comes to accepting, staying or moving into a job, yet it’s also one of the most difficult things to talk about.
The hardest thing is knowing where to pitch yourself, go too low and you could be underselling yourself; pitch too high and you could be overlooked.
When it comes to your salary range, there are so many factors that can impact how much money you should be asking for. How long you’ve worked in the industry, your qualifications, your achievements, where you live, the demand for your skills, the company hiring and industry trends can all play a part.
To help help you get a feel for what roles typically pay, we took a look at the average salaries for jobs advertised on SEEK. Enter a role below to start exploring.
What can I earn as a Role you’re interested in... ?
Tulane has two (2) compensation structures: standard and premium.
- Standard salary ranges reflect annual and hourly rates which are market-driven. Most of Tulane’s positions are assigned to this structure.
- Premium salary ranges are almost identical to standard salary ranges. The distinguishing factor is that a 15% premium has been applied to the salary ranges. When developing the salary ranges, market data reflected a 15% differential for specialized and hard-to-fill jobs. Compensation, in discussion with management, assigns positions to this range.
Each structure consists of ten (10) pay grades into which similarly functioning jobs are placed. Within each structure are Annual and Hourly charts. The assignment of each chart is determined by:
- Annual Salary Chart - Exempt, Salaried, and Monthly Payroll
- Hourly Salary Chart – Non-Exempt, Hourly, and Bi-Weekly Payroll
These charts are not interchangeable. To determine the annual salary for non-exempt/hourly positions, the formula is:
- Multiply the number for annual hours x hourly salary
- Example: If you work 37.5-hour workweeks, multiple 1950 by your hourly rate = annual salary. If you work 40.0-hour workweeks the hourly salary would be multiplied by 2040 to get the annual salary.
View Compensation Structure PDF
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Pay is a major factor in whether a candidate takes a job – or even applies in the first place. But for employers, the politics of making salaries public are complicated.
You’re scrolling through LinkedIn when you come across a promising job ad. The description is inspiring, the team members look compatible and you meet most of the qualifications for the role. Then, when you get to the part about the expected salary, you find that instead of an actual figure there are phrases like “depending on experience” or simply “competitive”.
What do those words even mean? And why don’t companies simply list the salary upfront?
“In traditional corporate environments, the salary is often hidden because it’s a game of cat and mouse trying to figure out what salary the candidate is currently on, what they’re expecting, and what the company is willing to pay,” explains Tom Harmsworth, the UK managing director at property-technology company WeMaintain, which operates in the UK, France and Singapore.
But this lack of disclosure hurts workers. Knowing the expected salary upfront lets a candidate understand whether a job will be financially viable for them. It also streamlines conversations later in the hiring process. This chimes with data from a 2018 LinkedIn survey, in which the overwhelming majority of respondents (61%) said compensation was the most important part of the job description. A Glassdoor study showed similar results, with salary (67%) being the top factor jobseekers look for in ads.
Nevertheless, many employers still leave out compensation details in adverts, often out of fear it may put them at a competitive disadvantage, or cause resentment among existing staff.
Yet, there’s a growing global movement to make salary transparency not only a new norm, but rather the law. That’s because an increasing body of research shows that companies who are forthcoming about their wages can attract better, more diverse talent, making salary transparency an actionable way of creating a more equitable workplace.
Without pay details, candidates can’t accurately assess when they can afford to take a certain job (Credit: Getty Images)
Playing their cards close
Several reasons help explain why only 12.6% of global companies published the pay range for a role within their job ads last year, according to a 2021 report from Seattle-based compensation data company Payscale.
“Employers don’t want to publicise how much they pay, in part, because it’s going to create resentment among organisational members,” explains Eddy Ng, the Smith Professor of Equity and Inclusion in Business at Queen’s University, Canada.
In an ideal world, everyone doing the same job would make the same amount of money when they start. But that’s not always the case. In certain labour markets, employers may have to pay higher salaries to attract the best talent, which could cause conflict internally if existing employees – particularly ones who started at a lower wage – could easily view that information.
“The other thing, of course, is when you make compensation public it makes it easier for the competition to poach your employees,” adds Ng, noting they can use this information to compete for – and potentially win over – the best candidates. “If you keep compensation private, in a way, it protects the employer and also allows the employer greater discretion.”
Many employers also withhold salary information to give them more negotiation leverage with potential candidates as they advance to latter stages in a recruitment process – particularly as more jobs go remote. For example, securing additional information about a prospective employee’s physical location – be it a low-cost rural area or high-cost urban centre – might be a key factor in determining compensation, and ultimately can enable employers to save money.
Some companies also fear that if they list a salary band, all applicants will expect to receive the figure at the top end of that range, even if that figure is only reserved for the most qualified candidates. Receiving an offer at the bottom end – and accepting it – may lead to resentment right from the start.
From a candidate’s perspective, all these factors may signal systemic issues within companies, who haven’t considered or effectively implemented policies around compensation. Shelly Holt, the chief people officer at PayScale, says much of the hesitancy around salary transparency comes from companies that lack both formal pay structures for their roles and confidence in their salary bands, often due to market fluctuations.
A competitive advantage?
But while some companies may remain cagey around listing pay, Holt says there’s a competitive advantage in moving towards disclosure. Organisations that are more transparent about their salaries can win over the best candidates and attract diverse applicants.
WeMaintain’s Harmsworth believes “advertising the salary banding upfront starts the process off on the right foot and reflects [a company’s] aptitude for transparency”.
Accordingly, WeMaintain is among the companies moving toward complete salary transparency. Late last year, it distributed a salary and equity policy to its roughly 100 employees. This explains its pay banding, which is determined not by age or experience, but rather achievement and contribution. It then publicly listed salary bands on all job adverts this year in an attempt to combat gender pay gaps, and also encourage more women to apply for roles in the historically male-dominated industry of mechanical engineering.
Some managers believe upfront salary transparency starts off a candidate-employer conversation with trust (Credit: Getty Images)
Harmsworth says they’ve reaped dividends. “Being upfront about the salary banding has definitely resulted in us seeing more female candidates,” says Harmsworth, adding that “if the salary banding isn’t there, I think there can be a tendency for some of the better talent on the market to not apply”.
Ng adds managers who claim to be serious about diversity, equity and inclusion may want to take a second look at how their company actually communicates that in job listings. “If I know a company publicises compensation, it conveys a message to me that this employer tries to be fair,” he says. “On top of that, it also helps build trust.”
Equality also extends to helping improve the gender pay gap. Holt adds: “Pay transparency actually closes that gender pay gap, and that’s likely because we know that women are less likely to negotiate and more likely to be penalised for asking for higher pay.”
Additionally, Holt says as more companies promote pay transparency, they may begin to change the way the market works. “You are starting to force organisations to share more about how they’re paying and to really reduce that inequality problem that exists,” she says, adding “innovative companies that are wanting to win in the talent market will try new things and push these efforts forward”.
Indeed, there does appear to be a broader trend toward more salary transparency. In Latvia, for example, a new law that came into effect in 2019 makes it mandatory to post expected salaries on all job advertisements.
In the US, Colorado became the first state to enact a law similar to Latvia’s earlier this year. It requires employers to disclose hourly wages or pay ranges in all employment listings, with fines for not complying between $500 and $10,000 per violation. The law built on a wave of new regulations in 21 US states that prohibit employers from asking applicants about their salary history. Now, several of those same US states concerned about salary history are looking to follow Colorado’s lead in making pay expectations a right for all jobseekers.
Toms Blodnieks, the chief operating office of Riga-based time-tracking software company DeskTime, says while competitors do use these publicly available figures to compete for talent, he thinks it’s been largely a win-win for both employees and employers.
“Potential employees are very thankful that we show the salary because time is important and we don’t waste any of it,” he says. “From our side, as well, we don’t waste our time with checking resumes of people who are clearly thinking of a higher or lower salary than we will offer.”
Moves like these have forced businesses to look at salary transparency in a fresh light. Yet, they’ve not been without their detractors. Major companies such as Johnson & Johnson, Cigna and Nike have included language in their job listings (which do not include explicit salary expectations) that specifically prohibits workers in Colorado from applying, according to tracking website Colorado Excluded.
PayScale’s Holt thinks the move toward more pay transparency will take a while to catch on, particularly for large multinationals. But she does see signs that the tide may be shifting.
“I think there are going to be societal pressures that continue to push this, particularly in the area of diversity, equity and inclusion,” she explains. The market is tightening, she adds, “so just doing things the way we’ve always done it isn’t going to help organisations get ahead.”
OCC Salary Structure
The Office of the Comptroller of the Currency (OCC) offers highly competitive salaries designed to reward education, experience and excellent performance. The OCC salary structure provides pay ranges for jobs with comparable responsibilities.
Unlike most civilian federal agencies, the OCC does not follow the General Schedule (GS) Pay Scale. The General Schedule has 15 grades—GS-1 to GS-15—and the Senior Executive Service (SES). The OCC’s Compensation Program, the NB Pay Plan, consists of nine pay bands, NB-I through NB-IX (see Base Salary Structure table below). These pay bands cover positions from the entry-level to the senior executive. Employee compensation is based on the duties and responsibilities of the position, employee performance and expertise, and the increased contributions employees bring to their positions as they develop and apply broader skills.
Employees assigned to designated locations are eligible to receive geographic (geo) pay differentials in addition to their base pay. Use the Pay Band/City Salary Calculator below to determine salary ranges for the pay bands in these geographic areas.
|Pay Bands by Occupation||NB Pay Bands|
|Non-Commissioned Bank Examiners||III and IV|
|Commissioned Bank Examiners||V|
|Senior Bank Examiners||VI|
|Attorneys||IV, V and VI|
|Economists||V and VI|
|Other Professional Occupations (e.g., FM, IT, HR, Acquisitions)||III, IV, V|
|Administrative Support Staff||I, II, III, and IV|
|Managers and Executives||VI and above|
2021 Base Salary Structure
Geographic Differentials (Geo Pay)
Geo pay is based on costs of labor and supplements employees’ base salaries to provide locally competitive salaries. It is included in an employee’s total salary.
Salary Calculator by Pay Band and City (Geo Pay)
View Geo pay Cities and Rates.
Merit Pay Increase
A merit pay increase is a permanent increase in pay based on the quality of the employee’s performance. It is tied to performance objectives.
A merit bonus is a lump-sum payment to award an employee for significant contributions beyond the performance objectives.
A special increase is a 5 percent permanent increase to employees’ base pay for expanding their skills, knowledge, or responsibilities.
A promotional increase is a 10 percent increase in base pay given to employees who are promoted to positions in higher pay bands.
Step 2 Increase
A Step 2 increase is a 6 percent increase in base pay given to employees selected for placement in positions distinguished by a higher level of job complexity and responsibility.
Scale linkedin pay
LinkedIn Report: Pay has always been a confidential topic in the workplace. Employers fear that disclosing too much information about employee salaries could cause wage disputes, limit their ability to negotiate, and encourage competitors to poach talent. Employers usually avoid the topic unless it’s time to make a candidate an offer or give an employee a raise. But leaving people in the dark can make candidates uneasy and employees distrustful: most people incorrectly believe they’re being underpaid relative to their market position.
And now that it’s easy to share and see aggregated salary information on sites like PayScale and LinkedIn, companies are facing more pressure to own the conversation on pay.
The benefits of pay transparency may outweigh these fears.
Not only does it set salary expectations with candidates early on, transparency also clears up misinformation that could be hurting employee morale and retention. That’s because, when left in the dark, most people tend to incorrectly assume they’re being underpaid. Most importantly, transparency can help ensure fair pay across gender, race, and all other demographics, creating a more trusting relationship with all employees.
That may be why more employers are starting to proactively share salary information—and why many are planning to in the near future: 27% of talent professionals say their company shares ranges with employees or candidates early in the hiring process, and a further 22% say they’re likely to start in the next five years.
This year, LinkedIn released a report showing a rise in business cultures that support transparency in pay scales across the company.
They also offer a seven-step guide to establish pay transparency within your organization:
See how your pay stacks up.
Conduct an internal audit to see how your pay compares to competitors and whether you have any major pay gaps across gender, race, and those in similar roles. If you do find significant inequities, detail a plan to fix them—whether by immediate raises or changes to your promotion policies.
Decide how transparent you want to be.
There are many types and degrees of pay transparency—you could share salary ranges on job posts, share ranges with employees (for their own role or all roles), or even publish exact salaries. Determine what’s best for your company and get executive buy-in before bringing it to employees.
Get your employees involved in the process. Share your proposed policy details and expected results with them across multiple channels. Give employees several ways to provide feedback and share concerns, from anonymous surveys to live Q&As and one-on-one discussions.
Develop clear compensation criteria.
Before rolling out pay transparency, make sure you can clearly answer what factors determine an employee’s pay, such as years of experience or past performance. Qualify what it takes to be at the minimum, midpoint, and maximum of the pay range.
Train managers to discuss pay appropriately.
Talking about salaries can be uncomfortable. Training managers how to answer questions and explain compensation policies can make it easier for employees to have these conversations and feel good about them.
Take it one step at a time.
A phased multi-year approach can make for a smoother transition. Consider sharing your plans and training managers in the first year, giving employees the salary ranges for their own roles the next year, and then sharing the ranges for all roles in the third year.
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Communicate clearly as you roll out the policy.
Ensure employees have all the details they need and continue to reinforce the rationale behind transparency. Tying your policies to your company’s core values can strengthen both. For example, you can connect pay transparency to values like honesty, integrity, diversity, communication, or accountability.
Pay transparency around the world:
Here are some percentages of professionals who say pay transparency is very important to the future of recruiting and HR:
- US – 52%
- India – 57%
- China – 61%
- Canada – 55%
- France – 50%
- Italy 49%
- Germany – 34%
Early adopters are leading the way.
As it becomes easier for people to see and share salaries on sites like PayScale, Glassdoor, and LinkedIn, more companies are choosing to own the conversation by sharing salary information themselves. Currently, 27% of talent professionals say their company is transparent about pay.
Of those 27%, 67% of them share salary ranges with candidates early in the hiring process, 59% share ranges with employees, and 48% share ranges publicly on job posts. As the transparency trend gains further momentum, these numbers are expected to grow.
Companies fear disputes, but those who share salaries see benefits.
Fear of upsetting employees is by far the most commonly cited reason for not sharing salary ranges. Companies often worry that people will immediately ask for the high end of a salary range or become unhappy after seeing what others make.
According to talent professionals who practice it, pay transparency makes the hiring process more efficient by streamlining negotiations. It also helps ensure fair pay across gender and race, which is why many governments have recently introduced pay transparency laws.
“Pay transparency removes the distrust people have,” says engineering leader Leslie Miley, who has worked for the Obama Foundation, Twitter, and Apple. “As an African American, I’m always distrustful because all the data supports that I’m going to be paid less. If you come out and say ‘this is what our salary is, these are the ranges,’ that’s going to build trust.”
LinkedIn Survey Note:
We surveyed 5,164 talent professionals and hiring managers who self-identified as either talent professionals who work in a corporate HR/TA department or hiring managers who have some authority over hiring decisions for their team. These survey respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email between September 18 and October 10, 2018.
Behavioral Data Origin:
Behavioral insights for this report were generated from the billions of data points created by more than 590 million members in over 200 countries on LinkedIn today. This analysis was performed during October 2018.
Learn more about LinkedIn’s report here.
John Modica, RNJohn is a career travel nurse and co-founder of Kamana. He has spent over a decade working in healthcare, specializing in ER and PEDs.
Average Salary for Linkedin Corporation Employees
Linkedin Corporation Reviews
Learning and Development4.0
Highly recommend LinkedIn - Wonderful place to work!
Account Manager in Chicago, Illinois:
Pros: Surrounded by kind, intelligent, genuine people who bring humor into our daily work. Free breakfast and lunch is a huge perk. Believe wholeheartedly in our mission of connecting every member of the world's workforce with economic opportunity.
Cons: Pay transparency is an area of opportunity. There are "pay bands" at each level of the organization, and oftentimes high-performing reps are not making as much as lower performers, and can sometimes simply be a function of how much money they were offered when they first started at the company. Organization should be more flexible in adjusting pay for high-performing reps.
(rewarding) Staff. Software Engineer.
Lead Software Engineer in San Jose, California:
Pros: The challenges, the independence of my scheduling, respectful treatment by hierarchy, opportunities for advancement
Cons: Would welcome still more opportunities for self initiated creativity.
At Linkedin Corporation, they provide several options for pension and welfare benefits for their workers. Like Linkedin Corporation, numerous businesses in the United States provide health plans, through which companies typically …Read more
Retirement & Financial Benefits
Health & Insurance Benefits
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Address: Sunnyvale, California
Industries: Recruiting, Social Media, Social Recruiting, Professional Networking, Professional Services
Founded on: May 5th, 2003
Number of Employees: 1,001-5,000
"About This Company" data & logos provided by
Years of Experience
This data is based on 191 survey responses.
Avg. Salary: $68k - $160k
Avg. Salary: $72k - $173k
This data is based on 147 survey responses. Learn more about the gender pay gap.
Pay ranges for employees at Linkedin Corporation by degree.
Popular Locations for Linkedin Corporation
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