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The role of a sales manager is defined by more than charismatic acumen, strategic closing abilities and a record of rah-rah-rah-ing their team to victory. A top sales manager also will have the intellect to assess the strategic data and build sales plans that sustain an organisation for the long haul.

They can overcome sales struggles and coalesce disparate teams into cohesive, high-performing engines. With an eye on present-day customer-relationship initiatives, they also are adept at projecting and acting upon future revenue and business needs.

The following 10 interview questions address these and other topics that a hiring manager or recruiter may consider when interviewing their next sales manager.

Question #1: Tell me about a time when you were tasked to build something from the ground up; e.g., open up a new sales office; build a new sales team, etc. What was the most challenging aspect of the process? How did you overcome it? What are you most proud of about the outcome?

Why It Works: This multilevel question teases out a story of how the sales manager deals with start-up situations. Even if the role doesn't currently require it, if the sales management candidate is doing a good job at growing revenues and profits, then expanding or building out a sales team may likely be in their future.

As well, contemplating the hurdles they faced in the process of expansion, such as challenges with infrastructure, recruiting the right sales people and/or maintaining the right culture vibe will further help vet their thought processes and problem-solving skill amid the pains inherent with growth (in addition to the rewards).

Question #2: How do you see analytical skills and sales talent commingling? In other words, what value do you place on an analytical mindset to achieving your/your sales team's goals? What types of tools do you use to analyse information, data? How do you build proper systems and processes to properly track and report data etc.?

Why It Works: Another multifaceted interrogatory, this question is designed to peer into the sales manager's analytical thought processes as well as the pragmatic steps they take to make analysis actionable, including using tools like Salesforce. A good sales manager should be able to parse the numbers in a way that helps identify the value of certain sales initiatives as well as to weed out sales tactics or strategies that no longer work (or, perhaps never worked).

RELATED:Gen Z: A Guide for Recruiters

Question #3: Describe a time when you addressed an underperformer (either individual or entire team) and helped turn their performance around to become a high-producing, successful contributor. What steps did you take? What was the specific outcome?

Why It Works: This question enables the sales manager to showcase their ability to motivate, train, coach and capitalise on a sales person's strengths and attributes. It also can demonstrate their intuitive skills in uncovering and developing a sales person's hidden talents that may help distinguish them from their peers.

Question #4: What do you find are best practises for team building? Tell me about a time when a closely-knit team you inspired benefited the company's bottom line.

Why It Works: While team building is a commonly bantered about term, what does it really mean? This question helps to clarify the sales management candidate's definition of the term; as well, it enables them to showcase their skills in this area. This may include action steps they've taken to ensure a cohesive team and how that cohesion bolstered sales revenue.

Question #5: Tell me about your own sales record and how your own learnings and personal sales acumen impacts those on your team whom you train and coach.

Why It Works: Having a sales manager who has been-there-done-that can reinforce their value to the individual team members. Sales people know whether their leaders 'get' their situations including unique in-the-field challenges they face every day and the particular problem-solving tools that enable their success.

RELATED:AI In Recruiting: What It Means for Talent Attraction

Question #6: Describe a time when a customer was upset with one of your sales people, and the steps you took to resolve the situation. How did you then leverage it as a learning opportunity for the sales person and/or team?

Why It Works: You cannot please every customer, and a candidate at the sales manager level inevitably will have stories to share of customer-relationship management gone awry. They will be able to identify steps they took, alongside their sales team member, to resolve the difficult scenario and/or to help the sales team member learn from the situation, so as not to repeat it.

Question #7: What would sales professionals who have worked for you in the past say is your greatest leadership attribute? Why?

Why It Works: This question helps uncover a sales manager candidate's self-awareness. It also helps them to think more objectively about their value proposition, providing insights into their strengths from the people who report to them (vs. their own suppositions).

Question #8: How would you describe the culture you build for your teams? Why is that type of culture important to the success of your organisation?

Why It Works: Culture is important, not just for individuals who want to thrive and be contented in their workplace, but also for the enterprise as a whole. A dysfunctional culture can be disruptive, embedding itself in the DNA of a company, negatively impacting the reputation beyond the office doors.

RELATED:11 Questions to Ensure Candidate Quality

Question #9: How do you anticipate the future needs of your clients and partners? What steps do you take to ensure a forward-looking team strategy?

Why It Works: This will help garner insight into the candidate's strategic mindset--their ability to look around the corner to what's next and how to address future client needs. In this hyper-competitive, technologically impacted world, it's important to maintain a razor-sharp, futuristic edge.

Question #10: Why do you like sales?

Why It Works: A sales manager who is not just going through the motions, but actually still has an affinity for their sales career is an asset. Articulated with genuine passion, the response to this question can be another step toward separating the sales manager wheat from the chaff.

Learn More

The post 10 Interview Questions for Sales Managers appeared first on UK | Glassdoor for Employers.

With global attention on the gender pay gap over the past three years, it begs the question "Has progress been made?"

According to new research from Glassdoor's Economic Research Team, there is evidence showing that the gap has narrowed slightly.The report, Progress on the Gender Pay Gap: 2019, reveals that although significant pay gaps remain between men and women, the pay gap has narrowed slightly in the UK, US, France and Australia, showing improvement since Glassdoor’s 2016 study. The 2019 study is based on more than half a million salary reports shared on Glassdoor by employees over the past three years, and includes pay data down to specific job title and company name.

Today, the unadjusted pay gap between men and women in the UK is 17.9 percent, meaning women earn, on average, 82p for every £1 men earn. This represents a 5.0 percentage point shrink in the unadjusted pay gap from three years ago, when women earned, on average, 77p for every £1 men earn. When statistical controls are applied for worker and job characteristics, including worker age, education, years of experience, occupation, industry, location, year, company and job title, the pay gap in the UK today is 5.0 percent, revealing the adjusted pay gap. This is down one half of one percentage point from the 2016 adjusted pay gap (5.5 percent). The 2019 study finds similar differences between the unadjusted and adjusted pay gaps in each country analysed.

“Leveraging Glassdoor’s unique salary and pay database, we’re shining a light on the factors that explain the documented differences in pay between men and women and, perhaps more importantly, where unexplained barriers continue to slow the march toward pay equality,"said Glassdoor Chief Economist Dr. Andrew Chamberlain.

[Related:5 Ways to Address the Gender Pay Gap at Your Company]

The Causes of the Gender Pay Gap Revealed

The pay gap can be divided into what can be “explained” due to differences in worker characteristics (e.g., age, education, etc.) and what remains “unexplained.” Glassdoor researchers found that the majority (61 percent) of the overall UK pay gap can be explained, while 39 percent of the overall pay gap cannot be explained by any factors observable in Glassdoor data. This means the unexplained pay gap could be attributed to factors such as workplace bias (whether intentional or not), negotiation gaps between men and women and/or other unobserved worker characteristics.

One of the most significant factors contributing to the pay gap is the industry and jobs that men and women sort themselves into, also known as “occupational sorting”. This factor explains about 37 percent of the overall UK pay gap.

[Related:The One Way to Eliminate the Gender Pay Gap in Your Company]

Inside the Global Gap

Economists researched the pay gap in 8 countries (up from 5 in 2016): the U.S., United Kingdom, France, Germany, Australia, Canada, Netherlands and Singapore.

Across all eight countries we examined, the large unadjusted gender pay gap shrinks to a smaller adjusted pay gap once statistical controls are added. Germany has the largest unadjusted gap with women earning about 78 cents per euro men earn while France has the smallest unadjusted gap with women earning about 88 cents per euro men earn. Australia has the smallest adjusted gap with women earning 97 cents per dollar men earn, while the Netherlands has the largest adjusted gap with women earning 93 cents per dollar.

Closing the Gap

The median wage in the UK for full-time working women is about £32,659 a year, and with a 5.0% pay gap, women lose more than £212,000 over a 30-year career -- more than six years’ salary. Therefore, it is imperative that employers and job seekers work to close the gap.

Understanding key drivers of the pay gap is critical to identifying the best ways to fix it. Research shows that salary transparency and better information sharing are powerful tools in helping to achieve equal pay in the workforce.

The post What Recruiters Need to Know About the Gender Pay Gap in 2019 appeared first on UK | Glassdoor for Employers.

Hundreds of businesses scrambled to meet the April deadline for reporting their #genderpaygap - a monumental step towards creating more equal workplaces and demystifying pay discrepancies in the UK.

All employers with more than 250 employees must publish data comparing men and women's average pay across the organisation. If they fail to comply, they could face hefty fines by the Equalities and Human Rights Commission. Of those organisations that have reported, 78% pay men more than women, 13% pay women more and 8% said they had no gender pay gap, based on the median measure.
Data also revealed that women outnumber men in the lower-paid positions, and there are too few women at the top in the management and leadership roles, resulting in a gender pay and bonus gap.

Why Equal Pay Equals Success

Making sure your company is paying men and women equally is not just the 'right thing to do'. Greater gender diversity is good for business. A McKinsey study showed that gender-diverse companies are 15% more likely to earn above-average revenue.

It's also a key factor for recruitment. A survey from Glassdoor found that companies that fail to pay men and women the same will struggle to recruit female talent in the UK, but that a focus on diversity, gender balance in senior leadership and women's networks could attract both female and male job candidates. (1)

#PayMeToo

A new hashtag is making waves in the workforce. Established by a group of cross-party MPs, #PayMeToois an online campaign that gives working women practical advice on how to tackle the gender pay gap where they work. All employees have the legal right to discuss pay issues at work with colleagues and managers.

The UK government has also created an online gender pay gap tool, where users can download gender pay gap data for UK employers.

Close the Gap at Your Company

Promoting salary equality at your company requires analysis, commitment and changes to how you hire and manage employees. Here are 5 ways you can tackle the gender pay gap at your organisation.
1) Take action

Now that you have (hopefully) gathered your salary and bonus data by gender, it's time to take action and address any discrepancies head-on. Analyse and leverage the data to establish you own realistic action plan.

2) Pledge your commitment

Demonstrate your commitment to equal pay by sharing the results of your analysis with employees and celebrating any adjustments made. You can also show job seekers your commitment by taking the Equal Pay Pledge on Glassdoor. [1]

3) Make equitable offers

Since research shows that women and older workers are less likely to negotiate, leave less room for negotiation in your offers. Evaluate pay scales at least annually to become more transparent in your approach to pay.

4) Equalise performance reviews

Performance reviews, promotions and bonus distributions can be affected by unconscious bias relating to behavioural traits, favouritism and male-based definitions of success. Provide manager training and controls to ensure women and men are being evaluated fairly.

5) Start the conversation

Encourage employees to use their voice by posting reviews and salaries on Glassdoor.

Learn More & Download
Guide to Diversity and Inclusion in the Workplace

1) OnePoll carried out among 2,000 adults in full or part-time employment from 01/02/17 to 06/02/17

The post Closing the Gap: UK Companies Rush to Report Gender Pay Data appeared first on UK | Glassdoor for Employers.

In an era where the #MeToo movement, politicians and celebrities are increasingly shining a light on gender inequality in the workplace, the gender pay gap is a more relevant topic than ever. This is especially pertinent right now, after businesses across the UK have been revealing their own gender pay gaps.

Most employers are aware of what a pressing issue equal pay is, and many are attempting to tackle it head-on. But what if you don't know where to start? If you fall in this camp, it's worth visiting How to Analyse Your Gender Pay Gap: An Employer's Guide.

The Case for Analysing Your Pay Practices

The gender pay gap isn't just a cause célèbre of Hollywood figures and policymakers - it can make a real difference in your ability to attract and retain talent. In fact, one Glassdoor survey found that sixty-three percent of employees polled would not apply to a company where a pay gap exists between men and women for similar work.

On top of that, multiple studies have shown that increased salary transparency is a win-win for both employees and the companies they work for. It leads to increased productivity, more equitable treatment and even better hiring.

"Studies find that better access to job information can encourage smarter job searching [and] help improve the quality of job matches," said Dr. Andrew Chamberlain, Glassdoor Chief Economist. "By providing more information to job seekers about job application processes, companies improve the diversity of applicant pools by boosting the number of female job applicants. Some economists argue that improved information can prevent workforce dropouts and 'discouraged workers' in the same way that far more costly worker retraining programs can."

Simply put, the more you know about your own company's pay practices - and the more information that you publicly release - the better.

How to Combat the Gender Pay Gap

Conducting an internal pay audit isn't as simple as simply looking at the total of what men earn versus women - doing it right can be complex, time-consuming and costly, and we know that not every company has the resources of a multinational, FTSE 100 company. So we decided to make it easier. With Glassdoor's How to Analyse Your Gender Pay Gap: An Employer's Guide, our economic research team created a playbook for understanding, measuring and combating any gender pay gap that might exist within your company.

The guide is technical, and will likely need to be conducted by an individual in finance, data science or analytics, but it does provide a step-by-step guide on which software to download, data to gather, code to input and more. Once you've looked at the results, there are a handful of next steps worth taking, including:

• Pledging Your Commitment: Share the results of your analysis and any adjustments you've made to create a more equitable workplace, and take the Equal Pay Pledge on Glassdoor to prove to candidates that you care.
  
• Make Equitable Offers: Certain groups of employees, such as women and older workers, are less likely to negotiate - accommodate for that by offering salaries that more closely reflect what the positions are worth, eliminating a reliance on negotiation to achieve a fair salary.
• Equalise Performance Reviews: Don't let performance reviews, promotions and bonuses fall victim to unconscious bias - provide manager and leadership training on how to recognise and resist inequitable treatment.
  
• Start the Conversation: Encourage employees to use their voice by posting reviews and salaries on Glassdoor.
  

The gender pay gap is a multifaceted problem with no quick fixes - but the more companies analyse their own internal pay gaps, the sooner we'll be able to reduce or even eliminate it, creating a more equitable world in the process.

Learn More & Download:

How to Analyze Your Gender Pay Gap:
An Employer's Guide

The post The One Way to Eliminate Your Company's Gender Pay Gap appeared first on UK | Glassdoor for Employers.

You've heard the stats before: men earn more on average than women. And it's true: A Glassdoor analysis (1) found a 22.9 percent difference in pay for men and women in the UK.

Gender equality isn't just about pay: greater gender diversity is good for business and makes hiring easier.

● Gender-diverse companies are 15 percent more likely to earn above-average revenue (2)

● 3 in 5 say they would not apply to work at a company where a pay gap exists (3)

Promoting salary equality at your company requires analysis, commitment and changes to how you hire and manage employees. Follow these five tips to address the gender pay gap at your organisation.

1. Conduct a Gender Pay Gap Analysis

Gather your data and enlist an analyst to take a look at your salary and bonus data by gender, department, tenure, age, education, and location. For a step-by-step guide, see How to Analyze Your Gender Pay Gap: An Employer's Guide.

2. Pledge Your Commitment

Show candidates your commitment by taking the Equal Pay Pledge on Glassdoor. Demonstrate your commitment to equal pay by sharing the results of your study with employees and celebrating any adjustments made.

3. Make Equitable Offers

Since research shows that women and older workers are less likely to negotiate, leave less room for negotiation in your offers. Evaluate pay scales at least annually to become more transparent in your approach to pay.

[Related: Two Thirds of UK Working Women Would Shun Employers Over Lack of Pay]

4. Equalize Performance Reviews

Performance reviews, promotions and bonus distributions can be affected by unconscious bias relating to behavioural traits, favouritism and male-based definitions of success. Provide manager training and controls to ensure women and men are being evaluated fairly.

5. Start the Conversation

Encourage employees to use their voice by posting reviews and salaries on Glassdoor.

1. Glassdoor Economic Research, Demystifying the Gender Pay Gap, March 2016

2. McKinsey, Why Diversity Matters, January 2015

3. Glassdoor Economic Research, Global Gender Pay Gap Survey, February 2016

Learn More

Guide to Diversity and Inclusion in the Workplace

The post 5 Ways to Address the Gender Pay Gap at Your Company appeared first on UK | Glassdoor for Employers.

Glassdoor is launching a new salary tool and an enhancement to job listings in the UK and Canada.

Why? To better match the right people with the right companies, helping employers hire quality candidates. Many employers are already seeing more interest in their jobs from quality candidates on Glassdoor, which is great for business. Plus, these features have been available in the U.S. since 2016 and have helped to close the gender pay gap by empowering women through greater understanding of what they should be earning.

To make this a benefit for both employees and employers, it’s important that companies have all the information they need around salary estimates in job listings, including how you can address any concerns with pay ranges displayed.

Here are 5 FAQs to help you with salary estimates in your jobs. And, find more information in our Help Centre article.

1. Why are you showing salary estimates in job listings?

For employers, salary estimates in job listings help you recruit and hire. It helps employers significantly by driving greater interest to your jobs and reducing time in the recruitment and interview process by ensuring only informed, career-conscious candidates with the right expectations apply.

Providing pay information at the beginning of the recruiting and interview process helps candidates self-select out, reducing the number of resumes needed to get to a hire. Research shows that the top piece of information Glassdoor users want when evaluating a job or employer is detail on salary/compensation packages. By clarifying a salary range upfront, candidates will opt in or out early, minimising the possibility of coming to a salary stalemate later on.

For job seekers, including salary information in job listings helps too, providing them the added pay information they’ve been asking for, and helping them find jobs where pay realities meet their pay expectations. In fact, data shows that job seekers want more insight into salary and comp during the job search process.

A recent survey of 2,021 UK employees conducted by Censuswide, on behalf of Glassdoor, revealed that job seekers face a salary black hole when applying for jobs and two-thirds of employees did not negotiate their salary last time they were offered a new job. Two big takeaways from the survey:

More than 1 in 5 employees did not have an accurate idea of what salary was on offer last time they looked for a job

• This gap in knowledge was more pronounced for younger workers: 28 percent of those aged between 16 - 34 years old, compared to 20 percent of those aged 45 and above
  
• Over a quarter of employees in the following industries did not have an accurate idea of what salary was on offer: Retail, Catering & Leisure (27 percent), Finance (27 percent), Legal (29 percent), Arts & Culture (30 percent)
  

Eight in ten job seekers would prefer job ads to indicate an approximate salary

• 81 percent of all employees surveyed want to see approximate salaries displayed in job ads. The preference is higher among men:
  
  • 76 percent of men
    
  • 85 percent of women
    
• Those in Healthcare feel the strongest, with almost 9 in 10 (89 percent) employees saying they would like to see approximate salaries when looking for a new job
  

2. I am the employer for a job listing and the salary estimate is off. Can I update the estimate?

Yes. If employers feel a Glassdoor estimated pay range is off on your job listing(s), employers are welcome to update pay ranges themselves by logging into their Employer Centre with a Free Employer Account.Once in, just click on the “Jobs & Recruiting” tab, and then “All Jobs.” Pay ranges on jobs that employers update will be reflected within one business day. If pay ranges are not updated or there is a problem, employers can contact our salaries team at salaryestimates@glassdoor.com.

3. I am the employer and we did not give you permission to include pay information in our job listings on Glassdoor. Please remove it.

At Glassdoor, our goal is to help match the right people with the right employers by leveraging workplace transparency, including offering more information around pay to help ensure pay expectations meet pay realities. In turn, this helps employers recruit more informed candidates which employers say lead to better retention rates, and more productive and more engaged employees. We are also committed to treating all employers equally, regardless of paid or unpaid relationships with Glassdoor. As such, we do not remove salary estimates from a company’s job listings on Glassdoor.

However, pay ranges can be updated to reflect more reliable pay ranges that you, the employer, would like displayed. All you have to do is log into your Employer Centre with a Free Employer Account. Once in, just click on the “Jobs & Recruiting” tab, and then “All Jobs.” Pay ranges on jobs that employers update will be reflected within one business day. If pay ranges are not updated or there is a problem, employers can contact our salaries team at salaryestimates@glassdoor.com.

4. How are salary estimates calculated?

Salary estimates are generated by Glassdoor using salary data from millions of employees and third-party sources using patent-pending machine learning algorithms. Salary estimates factor in recent user-generated salary reports for similar job titles at the company, its competitors and other employers for a specific location.

5. Why are there salary estimates in some job listings, but not all?

Salary estimates currently appear in more than half (approximately 52 percent) of online job listings found on Glassdoor in the U.S. In the near future, we hope to increase our coverage of salary estimates in job listings, including increasing coverage to markets outside the U.S.

If a salary estimate is not provided on a job listing found on Glassdoor in the U.S., Canada or UK, it means there is not enough data available for our proprietary algorithm to calculate a reliable salary estimate. But, as more data becomes available, a salary estimate may appear in that job listing at a later date.

Employers may update jobs without a salary estimate. To update a salary estimate:

• Sign in to the Employer Centre.
• Click on Jobs.
• Click + Add Salary.
• All changes will be reflected within one business day.
  Note: Only jobs with + Add Salary will allow a salary to be added.

For more information on salary estimates in job listings on Glassdoor, see our Help Centre article.

Also, here are some helpful resources for employers from Glassdoor:

• 5 Facts UK Recruiters Need to Know
• How to Build a Thriving Workplace

LEARN MORE & DOWNLOAD:

Glassdoor's Guide to Salary Conversations
Never dread the compensation conversation again.

The post Salary Estimates in Jobs: What Employers Need to Know appeared first on UK | Glassdoor for Employers.

A new survey*from Glassdoor shows that companies that fail to pay men and women the same will struggle to recruit female talent in the UK, but that a focus on diversity, gender balance in senior leadership and women’s networks could attract both female and male job candidates.

Figures from also reveal that a significant proportion of employees (44 percent) mistakenly believe that workplace discrimination is the main cause of the gender pay gap. In actual fact, only around one-third of the gender pay gap** in the UK is down to factors such as workplace bias and discrimination, whereas two-thirds can be explained by differences in worker ‘characteristics’ or the way that men and women tend to enter different jobs and industries.

Employees Want Transparency

Glassdoor’s report shows that the working population was found to be supportive of greater transparency around pay. More than half (58 percent) of people said they think the Government should force employers to reveal employee salaries, in order to combat unequal pay. Furthermore, two-thirds (65 percent) of people believe that employers which embrace salary transparency can help eliminate the gender pay gap, and that more than a third (38 percent) of men believe that the gender pay gap will not close until parents share the role of raising children more equally.

Understanding and Negotiating Pay

More than one in four (27 percent) of working adults say that they do not have a good understanding of how people are paid at their company, and almost half (49 percent) of people wish they knew what was fair pay for their job. In addition, forty-one percent of people think that they will need to get a new job in order to get a pay rise.

Only one-third (33 percent) of working adults wish that they had negotiated harder on salary when they started their job. When broken down by gender, the differences are surprisingly small: 35 percent of women expressed this view, compared to 31 percent of men.

Appealing to Job Candidates

Fifty-one percent of employed women (and 37 percent of men) would be more attracted to work at a company if it had a strong diversity programme. Forty-eight percent of employed women (and 24 percent of men) would be more interested in a company if it had a professional development network for women. Finally, forty-four percent of employed women (and 23 percent of men) would be more attracted to work at a company if the Senior Leadership Team was at least 30 percent female.

*Survey by OnePoll carried out among 2,000 adults in full or part-time employment from 01/02/17 to 06/02/17

**Study published 23/03/16 by Glassdoor Economic Research, examines the gender pay gap using a unique dataset of hundreds of thousands of Glassdoor salaries shared anonymously online. Study estimates the gender pay gap for the United States, United Kingdom, Australia, Germany and France.

The post Two Thirds of UK Working Women Would Shun Employers over Lack of Equal Pay appeared first on UK | Glassdoor for Employers.

The beginning of a new year also marks the beginning of one of the busiest recruitment seasons of the year. While you may be tempted to fly through interviews with the same questions you've always asked, it's worth expanding your repertoire in order to find the best-fit candidates for your company.

To uncover some new ideas, I turned toPete Primeau, President of Primeau Furniture Sales and former VP of Sales / Sales Manager for a name-brand mattress company.Over the years, he has honed strategies for interviewing sales reps and helped retailers succeed in increasing volume and profits.

Primeau’s storytelling style imbued this article with the nuances of the interview conversation. Read on to discover three questions that have yielded the best results, as well as why these questions are valuable to HR and recruiting professionals.

Question 1: Overcoming Objections

This first true-life example involved hiring a sales representative who lived outside of the sales territory. Primeau was concerned about the interviewee’s ability to effectively work the territory, so he asked, “You live two hours outside the territory. What are your plans to work the territory if you are hired?”

The candidate responded that he would drive in on Sunday night or Monday morning and work the territory until Friday night and then return home, emphasising that he’d been doing just that for years.

Primeau further underscored his objections, expressing that he didn’t want to be responsible for the candidate’s divorce, and then assumed the demeanour of a prospect, sitting back to await the candidate’s comeback.

The sales rep candidate proceeded to smile and enquired, “Is that your only concern about hiring me?” This isolating of the objection was a great set-up to the candidate’s close, as Primeau confirmed that this was his only concern.

Value of This Question

The candidate then did “something only really good salespeople do,” said Primeau. “He brought me to a place where I had to say ‘yes.’ He repeated my question back to me and then asked, ‘Do you really care about my marriage?’ (to which I affirmatively replied), and with a big smile and full of confidence, he asserted, ‘If you really care about my marriage, please hire me because my wife only wants me around on weekends.’”

Both Primeau and the candidate understood what the other was doing, and it was a pleasant, solid exchange; the candidate turned out to be a high-performing salesperson.

[Related:How to Conduct Better Interviews]

Question 2: Overcoming Lack of Connection

The second example focused on a salesperson who proceeded to become one of the best salespeople and sales managers in the industry, according to Primeau. After navigating the typical interview questions, he threw a very tough objection at the candidate.

Primeau divulged, “I’m just not feeling you are 100% right for the job. I can’t put my finger on it.”

The candidate replied, “What are you looking for?” and in response to the specific areas Primeau expressed as deficiencies, the interviewee repeatedly asserted, “I’m your candidate” and would illustrate why with an example.

Primeau described the candidate as a gentleman who was masterful, passionate and dynamic, and one who “never stopped closing until he sold me.” He thought, “This guy is the real deal.”

Value of This Question

Primeau’s goal in asking a person to sell in an interview was to get to the truth.

“It wasn’t an untrue assertion for me: I really was ‘not’ feeling it, but when he tried to sell, he was really good,” Primeau explained.

“A lot of people will fold their tents and not pick up the objections,” continued Primeau. “If (during the interview) they don’t answer the questions adequately as a salesperson would, they will do the same thing when handling an objection in the field. They will fold their tent and go away.”

The candidate impressed Primeau by leaning forward, fully engaged in the conversation versus backing down. Upon conclusion, the candidate reinforced the close, asking if Primeau was “100% confident that I’m the right guy for the job?”; upon an affirmative response, the candidate declaratively enquired, “Good, when do I start?”

Concluded Primeau, this candidate was not going to leave without closing the sale, which reinforced how he would behave when a store owner threw objections his way. “A normal run-of-the-mill order taker will stop when confronted with a vague objection. Great salespeople will use their skills and passion to close you,” said Primeau.

[Related:]

Question 3: Future Choices

“Future choices” is an interview technique Primeau used to derive a candidate’s critical thinking. Posing the question as if the interviewee has been hired, you provide a scenario and ask the candidate what they would do, and why.

For example, Primeau would ask, “I’ve now hired you, and you get a call from the warehouse manager from one of your dealers regarding a delivery problem. You also get two more calls regarding the same delivery problem: one from the salesperson in the store and one from the store owner. You have three people calling you, so whom do you first call back?”

Value of This Question

Primeau explained that the ideal answer is to call the warehouse owner first, salesman second and owner last. The reasoning is you would want to gather as much information as possible, including level of culpability to avoid being blindsided, before calling the owner.

While inexperienced sales reps might instinctively suggest calling the owner first out of respect for the chain of command, a more experienced sales rep would strategically understand why such a choice is not ideal. As such, a candidate who reacts with the more ideal answer demonstrates critical thinking and maturity.

“Essentially,” explained Primeau, “my presumption if they’ve gotten this far in the process as an interviewee, is that they looked good, the resume looked good and they’ve passed all the tests all along. Now, we need to get them to demonstrate their skill level somewhere in the process. This will either confirm they are a great prospect for this job or will unravel this assumption based on missteps in their responses.”

Learn More:

Behavioural Interviewing Questions and Templates

The post 3 New Interview Questions to Ask in the New Year appeared first on UK | Glassdoor for Employers.

For over two-thirds of people, money talks when it comes to accepting a job. Yet many recruiters just can't compete with other employers' salary and benefits packages - a top recruiting pain point, according to a recent Glassdoor survey.

But what about organisations that can't compete with high compensation? Here are just a few ways to think outside the paycheque:

Conduct a Pay Analysis

How do you know if you're paying market value? There are many tools out there to assess if you are paying fairly for roles at your organisation, so make sure that you're utilising a source outside your own company to understand your compensation structure. Even a simple search using Glassdoor's salaries tool can help you determine fair market rate for certain roles.

[Related: Inside the Mind of Today's Job Seekers]

Compare to Others in Your Market

Now that you've determined you're paying fairly, find out how you rank compared to other companies you're competing with for talent. If they are paying above or below market value, that will be a point of discussion for candidates with multiple offers. Be prepared to openly discuss and answer questions on why you pay what you do, including how pay rises are determined within your company.

Don't Forget About Perception

If you find that you're paying fairly and are aligned with your competitors, it's important to ensure your employees know about it. What's your compensation & benefits rating on Glassdoor? How do employees feel about their salaries? This is important because employees rank among the most trusted influences when communicating about their company's engagement and integrity, according to the Edelman Trust Barometer, Jan 2015. You might be doing compensation right, but if employees disagree, this could affect your employer brand.

[Related: Employee Satisfaction Surveys]

Think Big Picture

If your company can't afford to pay at the top of the market for talent, look at your total compensation package. Can you offer more or perhaps unlimited holiday time, do you have incredible benefits or unique perks that make life easier like dogs at work or flexible schedules or commuter subsidies? Offerings like these carry monetary values that candidates take into consideration.

Celebrate Your Strengths

Remember that money isn't everything, and most people are looking for more than just a paycheque. A recent study by Glassdoor Economic Research found that when it comes to overall job and company satisfaction, salary is not among the leading contributing factors. Workplace factors that contribute more to overall satisfaction include , career opportunities and trust in senior leadership. If you have higher ratings for these factors, celebrate those strengths with employees and candidates to highlight how fulfilled people are at your organisation. These factors matter in the long run and are key to helping retain the talent you've worked so hard to effectively recruit.

Remember, no two candidates are created equal, and we all want to be paid fairly, but at the end of the day, there are many attributes that make your organisation unique. It's a matter of determining what speaks to the individual candidate in order to sell them on your company.

The post 5 Tips to Compete for Top Talent When You Can't Pay Top Price appeared first on UK | Glassdoor for Employers.

It’s 2015 planning time. It’s time to figure out your 2015 recruiting goals, strategies and tactics. It’s also time to nail down what budget and resources you need to hit those goals. And of course, you aren’t done until you’ve convinced your boss that your budget requests are reasonable!

One thing that I’ve always done in my career is to ask peers at other companies if they are comfortable sharing their budget spreadsheets and key strategies for the next year in a hope to understand:

1. How their spend level correlates to the goals they are expected to achieve (e.g. # of hires, types of hires, cost per hire, # of hires per recruiter, % growth vs. previous year)
2. If they are spending on new, innovative ideas or tools that I hadn’t yet considered
3. How they allocate their spend between people, systems, programmes
4. How they organise and track the budget categories

Many times these peers are unable to share their documents outside their company. Sometimes, the best they can do is to share the shell of their budget planning spreadsheet, but zero out the line items. It’s a reasonable compromise.

The result, however, is that it is common to go into budget planning with just your own historical data and planning models, and realise after the fact that youmay have missed some opportunities. When we started ramping our recruiting effort this year, I spent a few hours searching Google and Slideshare to see if anyone had shared their budget frameworks, but came up empty-handed. It’s a bummer when you miss something in planning and have to wait another whole year to invest in a high-impact programme that your peers are already doing.

Thus, I decided to share Glassdoor’s internal recruiting budget with you. If you run recruiting for a massive company, it probably won’t help you much and you may find it “cute.” But, in case you run recruiting for a rapidly growing small company with similar challenges, I hope it may help you both with your planning as well as help you with developing a compelling case with your boss for sufficient budget to hit your 2015 objectives.

By sharing this info, you may be able to poke holes in our budget allocation, tool selection and planning process - that’s ok with us - if there is a better way, we want to know.

A little context first on how we arrived at our 2014 recruiting budget.

Challenge #1: We needed to hire more than 200 people. And we had both high-volume and hard-to-fill positions.

We needed to hire roughly 50 software engineers, product managers, data scientists, and UI designers. These are typically the hardest-to-fill and most competitive positions in the SF bay area.

We needed to hire a CFO, Chief People Officer, and several sales leaders. These talented folks are also not easy to find.

All the while, we needed to scale our Glassdoor for Employers business and hire over 120 sales, marketing and service pros; the sheer volume of hiring was daunting.

Below is what we needed to accomplish, and so far we are on track!

Challenge #2: 2014 was a building year for Glassdoor’s Recruiting team.

In prior years, Glassdoor had relied on small number of contract recruiters and thirdparty contingent search firms to assist the hiring managers. But given the constant hiring volume expected for 2014, we concluded that the best thing to do was bring on full-time recruiters for key job categories like Engineering, Sales, and G&A. We needed sourcers to support the recruiters and we needed recruiting operations folks to fine-tune our systems and processes. We needed to “walk the walk” and deliver a great candidate experience and hire a rockstar for Employer Branding to showcase our vibrant employer brand. We weren’t starting from scratch, but we had big, audacious goals and a huge amount of hiring to do each month. Thus, we had to build our foundation and deliver results to the hiring managers at the same time.

The Talent Acquisition Team – Before and After:

From a budget perspective, here is how our resourcing plan for Recruiting team resulted in “fully burdened” personnel costs. As we built out our internal team between February and October, you will see that the investment in personnel costs did grow substantially from Q1 to Q4.

Challenge #3: It had to happen fast. We didn’t have the luxury to first build our team and systems for a few months before starting hiring. We needed to build and execute. Thus, we needed amplify our brand and turn on all promising recruiting channels.

We needed a high quality candidate pipeline… and fast. We needed employee referrals, active candidates, passive candidates, re-lo candidates, pink unicorns - we needed them all. We needed some programmes that were “always on” – filling our candidate pipeline. We needed to let the world know that we had a lot of openings. We tested a bunch of different sources to see what would work best. We’re fortunate to be able to advertise all our jobs for free on our own site and it is our number one source of hire. Full disclosure: to tap into different talent pools, we also post some of our jobs on LinkedIn, Indeed, craigslist and niche job boards. We test a variety of things - some work, some don’t. Our goal is always to increase our investment in the things that work, and turn off those with a weak ROI.

As recruiters and hiring managers, we are also fortunate to have an amazing company culture. But, we needed to go further to amplify its impact. Post interview, we would hear from candidates that they loved the energy and vibe of the office environment and for the first time had been convinced that working north of the Golden Gate Bridge was a good idea. We thought to ourselves “if we can only get them to come into our office, they’ll see how great the culture is and want to join us.” So, we needed to have candidates’ “first moment of truth” and initial impression of Glassdoor to accelerate to the moment when they first become aware of our opening. We needed to invest in our employer brand and start sharing the inside scoop of what exactly it felt like to work at Glassdoor. For groups like Engineering and Sales, we decided to tailor the message via videos to better resonate with the target audience. There was a bunch we needed to do to achieve this, and it took a concentrated effort and investment. It wasn’t going to happen on its own.

Note: in this budget, we included the cost of advertising on Glassdoor to give a fair depiction of a normal cost-per-hire (CPH).

As a result of those programme investments, here are our “Source of Hire” metrics. You’ll see that Job Advertising and Employee Referral Programmes have been highly cost-efficient and have been strong contributors to our hiring results. For small, growing companies whose relative awareness with job seekers is minimal vs household names like Google and Facebook, it makes a great deal of sense to raise your awareness by promoting both your employer brand and jobs.

There was a great deal of hustle required by all of the hiring managers as well as our growing recruiting team. When it came to Sales hiring, we knew that a delay in the start of any Sales hiring class would have an adverse affect on our top line revenue for 2014. We couldn’t let that happen. Our sales managers and sales recruiters wouldn’t let it happen and moved mountains to hit our hiring goals. In addition to tightly managing our sales candidate pipeline, we also added some sales recruiting events to create a spike in candidate flow. In general, the strategies worked and we are pretty happy with our time-to-hire. See our time-to-fill by department below.

Challenge #4: Candidate use of mobile devices was taking off. Each month our mobile traffic was growing by 2% and eventually surpassed 50%.

We needed to invest in our recruiting systems to make our recruiting team as productive as possible. We wanted candidates coming from mobile devices to have a good experience and be able to apply for jobs with as little friction as possible. We wanted them to be able to read our employer branding content from any mobile device without having to “pinch and zoom.” We wanted all the candidate flow we could get and didn’t want 50% of our candidates to face a roadblock in the apply process. We implemented both a mobile optimised career site and “mobile apply” in mid-2014 to improve the candidate experience and applicant flow.

To help our sourcers, we also invested in a new breed of sourcing tools like Connectifier and extended our investment in the Jobvite platform by purchasing their CRM/Engage product.

Challenge #5: Glassdoor’s HQ is in a beautiful waterfront location just north of San Francisco, but if you live in the South San Jose, it won’t be your “dream commute.”

To hit our hiring goals, we needed to increase our addressable talent pool and needed SF/North Bay residents to know that Glassdoor is an up-and-coming employer that is close to home!

The good news is that Glassdoor is an amazing place to work. Our office environment is phenomenal and directly on the water in Sausalito. If you live in the SF bay area, it’s those two blue-roofed buildings on the water when you get off the Stinson Beach/Muir Woods exit on 101. It’s a dream commute if you live in the North Bay or in Pacific Heights/Marina. However, one of the recruiting challenges is that Sausalito isn’t exactly convenient if you are a software engineer in San Jose.

To help us attract talent, our Facilities team was able to get permission from our building to add a Glassdoor sign to the front of our building. Because we are right next to 101 freeway, candidates who commute to downtown SF and drive right by our office everyday will see our sign and should begin to consider Glassdoor. Our recruiting team also came up with a guerilla marketing tactic – they setup a free “coffee cart” next to the park-n-ride bus stop across from our building that takes commuters into SF.

Our engineers came up with another great idea to expand our talent pool outside the highly competitive SF Bay Area. They came up with a way to allow our jobs to show up in job search results for other cities in the USA. See the example below. They also set up our jobs to highlight to job seekers on Glassdoor that relocation assistance was provided for certain jobs. This allowed us to tap into talent pools all across the country. Note: Because this was part of our strategy, we did include candidate travel and relocation costs in our overall budget.

Summary 2014 Recruiting Budget & Goals:

All in all, it wasn’t an easy task, but with the total budget of £1.1M, we were able to hit our hiring goals and scale our Recruiting operations. While companies outside the SF Bay Area may look at a £4,600 CPH and not be impressed at all, it is a good target to shoot for if you are a startup in hyper-growth mode that is recruiting “hard-to-fill” positions. Do you want to learnmore about building a recruiting budget? Watch our webinar,How We Built our 2014 Budget.

I hope this information about our budget, team size, and recruiting tools is useful. If you have comments (or suggestions), feel free to contact me at steve.roop@glassdoor.com. Want the full Excel document? Download the full 2015 Recruiting Budget Template for Small & Mid-Sized Businesses now! It will help you set hiring goals, organise and track budget categories and model potential spending plan efforts.

I’d love to see others share their format and categories of their budget with the larger community as well. If you are willing to share it on the Glassdoor blog, please let me know and we’ll help you format the blog post.

The post Glassdoor's 2014 Recruiting Budget: Revealed appeared first on UK | Glassdoor for Employers.

How do you keep your best employees? How do you reduce labor turnover and the cost of hiring new people? What can you do to better engage your staff and keep them satisfied?

If you ask these questions, you’re definitely not alone. About 78% of business leaders consider employee retention to be important. According to Glassdoor’s50 HR and Recruiting Statistics 2016, nearly 34% of employers are concerned that voluntary exits will increase, and 51% of employees are considering a new job.

In addition, nearly 8 in 10 UK Glassdoor users are either actively looking for jobs or would consider better opportunities, even though 57% of Glassdoor’s website visitors are employed either full-time or part-time. Based on the numbers, it’s quite possible that an employee of yours is actively job-hunting.

So it’s important to understand what it actually costs to replace that one employee. And the answer is likely more than you think. It’s a whopping $4,000 (£3,084)! Plus, it takes an average of 52 days to fill just that one position.

You get the point: job hopping is at its highest ever and employers are struggling to keep their best hands.

So how do you engage and hold on to your best talent? Learn from the companies doing it right.

1. Create a formal employee retention strategy

Having a formal staff retention strategy in place is the first step to successfully holding on to the employees you bring into your company. No one can afford to wait until you suspect a valuable team member might leave before creating one. It will not only help you keep your staff happy and with your company – it will also help you achieve your business goals.

Your retention strategy should address new hire orientation components including onboarding and mentorship, plus details regarding company culture including employee compensation, communication around the company pay system, employee rewards systems, work-life balance, training and development, and the overall work environment.

It should also cover communication in the workplace, employee feedback, change management, teamwork in the workplace, etc.

Want to see a positive ROI on your retention programs? Put in place employee retention programs that are uniquely designed to work for your employees and are also hard to replicate. For instance, new employees at General Millsget three weeks paid holiday right from their first day at work. And Chieh Huang, CEO of Boxed, has said the company wouldpay the college tuition for the children of his employees.

Also ensure that your retention strategy accommodates as many individual differences as possible. This is because every employee is typically motivated by different things.

Considering that over 50% of employers polled in the Watson Wyatt survey said they had no formal strategy for employee retention, having one sets you apart and sets you up for success.

2. Your competitors don’t hire just anyone, you shouldn’t either!

Google is renowned for its tough hiring process, just as it is also known to successfully retain some of its best hands. It has consistently ranked in the top five of Fortune Magazine’s “100 Best Companies to Work For” for six years.

And contrary to what many believe, Google actually has one of thebest reputations for recruiting and retaining talent. But despite receiving two million applications for 5,000 positions each year, Google still headhunts many of its recruits. Talk about going the extra mile to get the best talent!

Even if you choose against headhunting like Google, it’s key to discover and implement the strategies that work best for your company. You simply cannot retain your best people if you don’t go out of your way to hire them in the first place. So you must get it right from the word go.

The US newspaper,Wall Street Journal estimates the cost of replacing an employee as twice his/her salary. WSJ also posits that “hiring the right people from the start…is the single best way to reduce employee turnover.” As such, “interview and vet candidates carefully, not just to ensure they have the right skills but also that they fit well with the company culture, managers and co-workers.”

To increase your staff retention rate, hire job seekers that fit best within your company. We can’t emphasise this enough.

3. Your competitors pay their staff well

Research by Glassdoor indicates that 35% of employees will quit their current jobs for a new one if they don’t get a pay raise.

A great salary package is essential to achieving a positive staff retention rate. When employees feel they are not adequately compensated monetarily, committing to the company long-term becomes a difficult and less attractive option. Many times, they leave to join a company that pays better.

Whereas, companies that pay good salaries almost always record a higher employee satisfaction rating (which usually translates to better retention).

For instance, according to thissurvey by PayScale, a compensation software and data company, employees of Facebook have the highest job satisfaction in America: 97%. The social network pays a median salary of $135,000 (£104,099) to its experienced staff, third behind Google, who pays $140,000 (£107,954) and Salesforce, paying an average of $136,000 (£104,870).

While other factors certainly contributed to the high job satisfaction, a good salary definitely is a major contributor.

But what if you can’t pay big salaries? Offer your employees other amazing benefits.

A 2011 Analytic Services survey of HR leaders by the Harvard Business Review reveals that 60% considered an attractive benefits package as “very important” in recruiting and retaining employees.

In addition, MetLife found that about 49% of employees polled ranked benefits as a prominent motivator for working at a company; 60% also indicated that benefits are an important reason for staying.

4. Encourage open communication and feedback

It was Peter Drucker, business visionary, author and professor of business that said: “Employees will only complain or make suggestions three times on the average without a response. After that they conclude that if they don’t keep quiet they will be thought to be troublemakers or that management doesn’t care.”

Creating an open work environment where employees can speak their minds freely is key to retaining your best hands. Are people comfortable offering ideas and providing feedback? Can employees express themselves without fear of embarrassment, reprisal or even losing their jobs?

In addition, does your company communicate expectations and goals clearly and directly? It’s crucial that employees know exactly what is expected of them – and that they feel heard. No employee wants to stay in a company where job requirements are not spelled out – or where it’s not clear that “The Powers that Be” are allies.

Establish robust communication channels and encourage consistent two-way communication at all levels. In addition, you can hold regular meetings and one-on-one conversations to regularly measure employee satisfaction. It’s also wise to use an employee polling tool likeTINYpulse, then follow through on the feedback.

Having a strong and well-defined communication policy in place can help ensure alignment between employee values and those of the company. When you both agree with or at least understand each other, you can better work together long-term.

5. Most of your competitors force their staff to conform. Don’t do that!

Encourage workers to be themselves and don’t try to stifle their uniqueness. While it is important that your employees conform to company ideals, overly compelling them to live by the status quo – especially against their natural inclinations – may create problems with retention.

In a recent survey carried out by Francesca Gino, author ofLet Your Workers Rebel, she determined that “nearly half the respondents reported working in organisations where they regularly feel the need to conform, and more than half said that people in their organisations do not question the status quo.”

She says, “organisations consciously or unconsciously urge employees to check a good chunk of their real selves at the door. Workers and their organisations both pay a price: decreased engagement, productivity and innovation.” I’ll say you add employee dissatisfaction and decreased staff retention rates.

What to do instead? Francesca suggests six key strategies:

1.) Give employees opportunities to be themselves

2.) Encourage employees to bring out their signature strengths

3.) Question the status quo, and encourage employees to do the same

4.) Create challenging experiences

5.) Foster broader perspectives

6.) Give voice to and encourage dissenting views

By striking a balance between company ideals and individual peculiarities, and clearly defining the extent to which a deviation from the status quo is acceptable, you can effectively keep your workers happy and willing to stay.

6. Invest massively in employee education and development

“Furthering your employees’ education can help them feel valued, important and invested in the company,” says Dan Pickett, CEO of Nfrastructure, an infrastructure, managed services and network services firm.

Investing in extensive skills training and professional development of your employees can help you keep some of your best people. Employees typically see a company’s commitment to trainings as “an investment in their worth and therefore a powerful incentive tostay.”

To this end, staff training must never be regarded as an afterthought, but rather a necessary investment into your company’s long-term growth.

Training and development help your employees grow with your company. If you fail to provide an opportunity for them to enhance their skills and capabilities so they can perform well in their jobs, they will move to employers who have such provisions.

7. Establish a fair and strong reward system

Employees constantly need to feel appreciated and rewarded for their hard work and contributions to the company. Hence, you must establish a reward system that is perceived as fair to all. Track employees’ performance through appraisals, clarify their roles and contributions in the company, help them improve performance and results, recognise and appreciate achievements, and follow-up with commensurate rewards.

In addition, while monetary rewards are cool, offering other benefits like flexible work schedules, stock options, generous paid leave options and more will solidify employee loyalty and increase retention rates.

Staff recognition needs to be both authentic and effectively communicated. As the people at Select International put it, “Recognition needs to be specific: ‘Good job’ is acceptable, but ‘Good job on the Nelson project’ is better. They (employees) need to feel that their contributions to the business are important. But the feedback and praise must be sincere. Top talent is smart enough to know the difference between sincere appreciation and platitudes.”

That said, be mindful of the way you recognise and reward your employees, too. While there are good ways to do it,doing it the bad way can actually hurt your company. For instance, leaders atM.J. Management Solutions, Inc., advise against creating an ‘Employee of the Month’ program, which they claim can make other employees feel unappreciated. Instead, “a better alternative is to let the team vote each month, and call it “Colleague of the Month.”

Final words…

When employees feel appreciated and valued, they rarely want to leave. However, sometimesgood employees still leave, and it is not because of what you did or didn’t do. Life just happens: they get better offers, change careers, or even go on to start their own business. Leaving, sometimes, is inevitable. You can, however, make the best of the situation by keeping them on long enough to smooth transitions, learning from their exit interviews, and building your alumni network, which can prove very useful over time.

Joseph Sogbaike is a freelance HR writer and partner at Time&Ink (www.timeandink.com), a virtual copywriting agency. Connect with Joseph on Twitter via @gbengasogbaike

The post 7 Things Your Competitors Can Teach You About Staff Retention appeared first on UK | Glassdoor for Employers.

While workplace transparency is becoming the new normal across the UK, it’s still a challenge for people to know if they are being paid fairly. Very few companies openly share pay data, and talking about pay remains largely taboo in our society.

Today, we are announcing our latest effort to boost transparency for UK job seekers, employees and employers alike. Glassdoor has launched Know Your Worth: a free tool that calculates an individual’s personal “market value” by using sophisticated data science and machine learning algorithms that leverage millions of salary reports shared on Glassdoor, while analysing real-time supply and demand trends in local job markets, and typical career transitions of people doing similar work.

Following on from its success in the U.S., our popular salary calculator is now available in the UK and Canada.

What does this mean for HR professionals and employers?

Your employees now have access to an empowering tool that gives them insight into their median estimated market value, or estimated base pay. We recognise that many factors are often considered as part of a company’s overall compensation and rewards program that can significantly influence base pay at a specific company, and we have done our best to make it clear to our users that Know Your Worth estimates are designed to be a starting point, not a pinpoint.

With this said, we know that many employees will want to speak to you as recruiters, talent acquisition experts, and HR professionals about their estimates and salaries. We have prepared a useful Know Your Worth Employer Guide to help you understand the tool and be better placed to answer any questions you may receive.

How accurate are Know Your Worth market values?

In the U.S., the Know Your Worth model currently predicts the market value at an 11.8 percent median margin of error, based on each person’s personal attributes. The median margin of error for the UK is not yet available. As we continue to receive more and more salary reports from Glassdoor users, accuracy will continue to increase.

Can I, as an employer, verify the salary estimates or employees’ market values on Glassdoor?

Employers can update Salary Estimates for their roles in the Employer Centre. In addition, the best way to help improve the accuracy of the salary data on Glassdoor is to encourage your employees to contribute a salary report or to try using Know Your Worth. The power of this tool lies in predicting earning potential, rather than pinpointing a specific employee’s pay at your company.

Related: 6 Tips for a More Transparent Workplace

As an employer, transparency is fundamental to creating a business where everyone feels engaged and meets their potential. By embracing it, you’re investing in your future
success, and creating a culture that’s rewarding, fulfilling, and fair.

The launch of Know Your Worth follows the introduction in April of Salary Estimates to job adverts on Glassdoor in the UK, which shows a range for annual base or hourly pay and is specific to job title, company, and location. Both tools from Glassdoor are designed to increase pay transparency and help job seekers get paid fairly.

The post Introducing Know Your Worth appeared first on UK | Glassdoor for Employers.