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别人家的公司!英国公司让员工自定薪水 涨薪需获同事认可 Set your OWN salary: Firm allows employees to decide how much they are paid

中国日报网 2018-04-03 12:45


A London betting firm offers employees the chance to decide their own salary as well as being able to check what their colleagues are paid.

Smarkets encourages their staff to have pay rise requests endorsed by peers who offer suggestions on a suitable rise percentage.

However if the person isn't happy with the suggestions given they can also come up with their own request, which is typically between 10 and 30 percent.

The radical pay transparency policy also allows staff to check their colleagues' salaries in a bid to minimise the gender pay gap.

Angeline Mulet-Marquis, a software engineer at Smarkets, said: 'Most people get what they ask for.'

Ms Mulet-Marquis requested a 12 percent rise in her last appraisal which was granted to her.

The starting salary for a graduate engineer is around £45,000 but can rise to a six-figure sum for high qualified seniors.

UK broadcaster BBC was forced last year to disclose the salaries of some of its top staff, showing men made up 12 of the 14 highest-paid posts and leading to complaints of unequal pay for the same work.

Software engineer Caglar Senel said allowing employees to see each other's salaries is a way through which companies can ensure equal pay.

However several staff believed that the same approach may not work everywhere as pay transparency could be demotivating.

In Norway the tax agency publishes key information online about taxpayers each year, including their earnings and wealth, allowing Norwegians to see how much their colleagues are earning.

There are similar approaches in Finland, where people can request tax information by phone or in person, while in Ireland employees have a right to request pay information broken down by gender for the same level of work.

A study by the European Commission found 'cultural sensitivity' was the most common barrier to rolling out similar pay information rules across the continent, while in Britain the associated costs were the main obstacle.

Despite the challenges in different countries and for big companies, Ms Mulet-Marquis urged other firms try a transparency drive.

'The advice would be to have healthy communication even outside of the salary review,' she said.

'If your teams don't communicate well, that process is probably not going to work anyway, you have to build it on something that's already healthy.'