<aside> 💡 A note on interpretation

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It’s important that we use consistent language to avoid confusion, and make sure we are answering questions clearly. Our preferred terms are: Compensation > Pay (too specific), remuneration (too abstract)

Compensation does relate to progression, but for now we keep Compensation separate from Performance and Growth. However, this document is the first step in the direction of linking compensation and progression. Some teams will move faster on the convergence. The important thing is: The expectations your manager sets always overrides central documentation.

Compensation Strategy

To build a high-performing organisation with a firm commitment to diversity and inclusion, we know it's crucial to have an explicit and consistent approach to compensating our team members for their work; we have therefore made the decision to document and publish these guiding principles for compensation. These give our team autonomy to understand and navigate their (and their team’s) compensation.

Information about compensation can be sensitive, and with various levels of experience and understanding of the principles, it is easy to take the information out of context. Please remember to consider this information not as a reflection of your individual worth, but as:

• A competitive rate for the skills you have today,
• A reflection of how Aula expects to compete strategically in the marketplace for talent, and ultimately, commercially, and,
• An outcome of a compensation model which is never finished and is always open to data-informed iterations.

Guiding Principles

• Keep it simple: We're building our compensation philosophy as we grow rather than aiming to start with perfect answer to everything. The principles will stay consistent.
• Competitive: We aim to make our compensation competitive for your specific role, your experience, and your type of contractual arrangement.
• Geographic: If you move to a new region in the world, due to the nature of our compensation calculations including a geographical aspect, we may need to recalculate your compensation in accordance with our principles.
• Non-contractual: These principles do not form a part of our employment or consulting contracts and can change, or be adjusted, by executive discretion.
• Data-informed: Market data driving the calculations of each salary comes from trusted sources: Radford salary survey which is used by Automattic, Buffer, Facebook, Airbnb and many others. Similarly, where we do provide managers with autonomy, we must use data to ensure we understand the impact of biases.