As a recruiter, I see firsthand how often compensation and benefits drive career decisions. They're not the only reasons people explore new roles, but they're consistently among the top factors. My core philosophy is simple: compensation should reflect the value an employee brings to the organization. If you routinely underpay, you send a clear message that their contributions aren't fully recognized and eventually, your top performers will leave for roles where their skills are better appreciated. To ensure our compensation remains competitive, we conduct quarterly market benchmarking. This helps us stay aligned with current trends and craft offers that stand out, especially for in-demand professionals. But staying competitive isn't just about salary. We also think in terms of total compensation. Most candidates today expect comprehensive benefits: strong health coverage, mental health resources, flexible work arrangements, and support for ongoing learning and development. To stay aligned with what our employees actually value, we regularly survey both our team and job candidates. These insights help us refine our offerings and remain attractive to top talent. In a competitive market, a forward-thinking compensation strategy is more than a nice-to-have. It's essential for both attracting and retaining the kind of people who will move your business forward.
As an employee-owned roofing company, we've learned that true ownership mentality comes from genuine profit participation, not just competitive wages. Every team member receives detailed quarterly reports showing how their work directly impacts company performance and their ownership stake value. We also invest heavily in ongoing education and certification programs because skilled roofers command premium rates industry-wide. Our retention rate is 85% higher than industry average because people see clear career progression paths and real financial growth. When employees genuinely own part of the business, they make decisions like owners - and that's reflected in our craftsmanship and customer satisfaction scores.
Digital Marketing Consultant & Chief Executive Officer at The Ad Firm
Answered 4 months ago
I implement a feedback-driven system that puts people first. Every quarter, we run anonymous surveys across the team, not just to check a box, but to shape how we evolve compensation, benefits, and culture. I look at patterns in the data, look into open responses, and make changes that reflect what the team values most. That means reworking PTO policies, adding mental health resources, or adjusting how bonuses are structured. Take, for example, a round of feedback where several team members flagged that our end-of-quarter sprint was leading to burnout and family strain. In response, I added two extra paid days off at the start of the following month, renamed them "Reset Days," and locked them into our calendar moving forward. I as well had the operations team rework our campaign timelines so we don't stack delivery deadlines back-to-back during that crunch.
As CFO, I've always believed that compensation isn't just an operational cost—it's a signal of trust and a strategic investment in people. One experience that continues to shape my approach was when our HR and finance teams collaborated on redesigning our employee benefits structure. We weren't just tweaking numbers—we were rethinking how we reward contributions and build long-term loyalty. A key turning point came when we introduced a more competitive compensation package alongside meaningful wellness benefits. Within a few months, our internal surveys showed a noticeable uptick in employee satisfaction and retention. One mid-level manager who had considered leaving told us that the revised package made her feel seen and valued—not just as a worker, but as a person with long-term goals. She stayed and eventually grew into a leadership role. That moment reinforced my core philosophy: when we invest in our people—through fair pay, health coverage, or career development—we create a culture that attracts high-quality talent and retains institutional knowledge. Budgeting for compensation isn't about minimizing spend; it's about maximizing alignment with company vision. Long-term, retaining good people is far more cost-effective than repeatedly recruiting replacements. From a finance lens, we make sure every dollar we allocate supports this vision sustainably. It's a balance—but one I believe is always worth striving for.
My philosophy is simple: compensation should reflect impact, not industry averages. At Neolithic Materials, we don't compete on volume we compete on craftsmanship and creativity. So we pay for both. In 2022, we restructured our pay model to include custom project royalties for artisans whose work directly drives sales. One mason earned more on a single French fireplace series than his entire previous salary. That wasn't a perk it was earned equity in the brand's success. Benefits? Flex schedules, no dress code, and profit-sharing over perks no one uses. We don't attract talent we retain purpose-driven experts who feel seen, paid, and empowered.
Since -60% of any retention strategy must be focused around benefits and compensation, you would be intelligent to ensure you are competitive in these areas. I always review each salary range quarterly to keep up to date in my industry. Factors like geographic location, level, and flight risk are taken into consideration around compensation ranges for each position to ensure that are at or above industry standards. Cost of living adjustments are also part of the formula around annual performance review and compensation increases. Benefits should also be review annually, as most carriers do not allow changes until Open Enrollment commences. Listen to what your employees want and what their expectations are to make every effort to retain them longer. Bottom line, always be fair and reasonable, and flexible, if you are to retain top talent in today's very competitive marketplace.
My philosophy of employee benefits and compensation hinges on fairness, competition, and aligning such ideas with the company's goals and the needs of its employees. I believe compensation should encourage workers to give their best effort and make them feel loyalty and satisfaction. With this goal set in mind, we ensure fair pay that is transparent and fairly set with frequent market comparisons to maintain competitiveness. Also, I advocate for the concept of a total reward beyond just the basics: a benefits package crafted to suit worker preferences, including health care, performance incentives, worker training, and flexible work arrangements. These are adjusted after regular market surveys and employee feedback so that we may offer programs to attract and retain top-notch talent. Linking compensation to performance and growth creates an environment where employees are recognised and motivated to contribute for the long-term benefit of us all.
To stay competitive in attracting and retaining top talent, especially in professional services, we prioritize market benchmarking, internal equity reviews, and consistent feedback loops through surveys and quarterly conversations. We also recognize that our benefits are a reflection of our culture: approachable, human-centered, and evolving. Whether it's expanding professional development opportunities or expanding benefit coverage to pets, our approach is designed to make employees feel seen, valued, and supported at ever Ultimately, our goal is to make sure our compensation and benefits not only align with industry trends but also reinforce the kind of workplace people that we can be proud of.
My belief about benefits and compensation for employees is centered around fairness, transparency, and a long-term approach. At EVhype, we understand that compensation encompasses not only the salary you receive but also the full package of benefits and personal development that presents a strong value proposition for employees. This involves extensive health benefits, flexible work options, and opportunities for professional growth. I also focus on equity by ensuring that all employees are valued and have access to growth resources, regardless of their position or background. To ensure we remain competitive and continue to attract and retain the best and brightest individuals, we periodically benchmark our compensation packages against the industry and incorporate feedback from our employees. For example, if you drive an electric vehicle or participate in a green program, we reward our little eco-warriors with sustainability incentives. I ensure that employees have a voice in decision-making, especially as it relates to benefits and policy changes. Frequent check-ins, clear communication, and celebrating wins all help establish a sense of value and purpose.
Our philosophy is grounded on retention being driven as much by opportunity as it is compensation. Our organization stays competitive in attracting and retaining talent through our efforts of keeping high rates of long-term retention. These efforts are seen through the way we design our benefits to reflect what our employees truly value. For example, being able to allow our employees to be 100 percent remote is a large selling point for today's workforce and the flexibility it offers. We also like to promote from within. Allowing professional and personal growth for our employees.