On this page, we're detailing why we have the compensation framework we have now.

Compensation principles

1. We're an open organization, and we want to be as transparent as possible about our compensation principles. Our compensation model is open to data-driven iterations.
2. We are paying local rates based on the cost of market (also referred to as cost of labor). The cost of living is not an input in our compensation philosophy (it only has second-order effects).
3. Compensation aims to be at a competitive rate for your job family, your location, your level (expertise), your experience, and your contract type at all times.
4. We do not disclose individual compensation.
5. Increases within the market pay bands will be based on performance.
   1. At hire, we base our compensation offer on the position and experience in the market.
   2. For promotions, increases are based on ensuring alignment with the role’s market range.
   3. At the annual compensation review, increases will ensure alignment with the market and resources will be allocated to top-performing team members within the organization.
6. We hire across the globe, but we're not location agnostic. Your timezone, the cost of the market in your region, and the vicinity to users, customers, and partners can all be factors. For example, we may favor one applicant over another because they live in a region with a lower cost of market or because we need someone in that region (e.g. US).
7. All things being equal, factors such as whether a candidate is in an underrepresented group or a lower-cost market vs. a higher-cost market can help us come to hiring decisions. In this case, both factors are equally weighted, and business needs will inform the final hiring decision.

Competitive rate

We want our compensation to be at a level where we can recruit and retain people who meet our requirements. Our requirements for all job families are at or above the average in the market per the nature of our business model. Therefore, we can expect to be above the 50th percentile of the survey data gathered from providers like Comptryx, Radford, or AdvancedHR. We aim for and generate offers at the 75th percentile.

When discussing a competitive rate for a single person at MUI, we consider the "lottery factor". If this person won the lottery and left the company what impact would that have?

Benchmark

Sharing compensation

There are no policies in place at MUI that prevent team members from sharing their personal compensation data, though we encourage that any concern a team member has with compensation be raised directly with your manager as the most efficient route to address concerns and arrive at a resolution.

Paying local rates

Hire the best candidate

We primarily look at 1. skills, 2. self-drive, and 3. cultural fit with our core values.

All hires should meet the minimum requirements listed in their role. We make an offer to the candidate we anticipate has the potential to best perform in their role relative to the compensation requested.