The golden rules for a compensation system that strikes the fine balance between a startup’s needs and keeping employees happy.
“You can’t be transparent if you’re not paying fair, and if you are, there’s no reason to not be transparent.”
“Most startups overpay for talent because they undervalue their own equity — so the candidate will too,”
“You should not lose candidates because another startup at a similar stage is paying them more cash.”
1) No one is ever happy with compensation, and compensation has never made anyone happy
2) People always find out what everyone else is making.
3) Create a system that revisits compensation only 1-2x a year.
4) On the spectrum between formulaic and discretionary compensation, be as formulaic as you can.
MALTA è al secondo posto nel mondo per qualità degli investimenti diretti stranieri
Questo è il risultato che emerge dal IBM Global Location Trends Report del 2014
Appena dietro all’Irlanda e davanti a paesi blasonati come Danimarca, Sud Corea, Giappone e Svezia, Malta è stata capace di attrarre e approvare ben 36 progetti in settori di punta quali la salute, l’ingegneria di precisione e la creatività digitale
MALTAway è la tua via di accesso a MALTA per investire, vivere e lavorare in un business alla luce del sole
Guarda la nostra offerta e i pacchetti per muovere i giusti passi su questa strada
Gran filmato con l’emozione della partenza, peccato manchi la parte di gara con i 2 giorni di condizioni proibitive da 10 Bft, che alcuni equipaggi hanno definito vicine ai limiti della sicurezza
Capire Malta grazie ad un evento sportivo, con Maltaway business in the sunshine
Relative success in FAMILY FIRMS There are important lessons to be learnt from the surprising resilience of family firms
The proportion of Fortune 500 companies that can be described as family companies increased from 15% in 2005 to 19% today. That is largely because of the rise of emerging economies, in which family firms are more common. But even in the rich world family companies are these days holding their own.
Family firms’ strengths, meanwhile, are just as important today as they were in the early days of capitalism. They solve the “agency problem” that Adam Smith put his finger on in “The Wealth of Nations” when he argued that hired managers would never have the same “anxious vigilance” in running companies as the owners. Family managers are often parsimonious: companies such as Walmart, Koch Industries and Mars & Co are famous for running a tight ship with humble headquarters, lean management and an obsession with operational efficiency.
The remarkable record of the best family firms should remind millions of business owners that, in the corporate world at least, you do not have to surrender family control in order to prosper.
The country’s economy once again holds promise. To make the most of it, companies must identify growth opportunities at a granular level.
Understanding India’s economic geography
To get the most from this granular approach, companies need to develop customized strategies for each geographic sliver. To do so, they must map priority geographic segments to product categories and extensions.