Salary Benchmarking Tools

Negotiating salary is hard. Leveraging data makes it so much easier. Here are 6 unique ways to research salaries for your target role: First, a quick note on how to use this date. Salary will likely come up in your first interview. Do this research before. Aim to gather as much data on the salary range for the role as possible. Then aim for the largest "reasonable" jump you can make (usually the ~70% mark of the range). 1. Find Salaries In States That Require It Most companies won't post a salary range. But several states have passed laws that requires them to. So search for your target job on LinkedIn and filter for those states. Then adjust the salary range for the cost of living in your area. Now you have more accurate salary data! 2. H1BData Info When companies sponsor an employee's visa, they're required to disclose the job title and salary. H1BData[.]info lets you search through all of that data. Since these are actual salaries from real jobs, this is some of the most accurate data you can get. 3. Levels FYI Want to work in tech? Levels[.]fyi doesn't just have salary information. They also have info on internal "levels" that MAANG and F500 companies use to determine salary. Use this info to determine if the offer you get is a good one for your level. 4. Glassdoor Glassdoor gives you salary data in different cuts. You can view general data for your city, job title, and years of experience. Or you can find user-submitted salary info for specific job titles at specific companies. 5. Blind Blind has a salary comparison tool, but don't use it. Instead, search the forums for: [Company] + [Job Title] + Salary Look through the convos of people anonymously sharing salary info. It's a great way to go beyond base to understand bonuses, equity, and more. 6. Look At The Competition Most job seekers only look at this data for their target company. Don't stop there. Find out what their competition is paying for similar roles. Then use that data to your advantage in the conversation.

Our latest State of Global Compensation Report - featuring equity insight from our partners Carta - just dropped, and this one is led by Jessica, Deel’s own Head of Global Compensation. Jess shapes Deel’s comp strategy and has been foundational to how we think about fairness and competitiveness across 150+ countries. This new edition gives HR and comp leaders real, actionable insights on how to navigate a fast-changing pay landscape. Highlights: - Equity is going global. With Carta’s data, we’re seeing ownership become a powerful way to build wealth and alignment across borders, especially in Brazil and India. - AI and tech roles are redefining pay norms. Specialized talent is commanding 20–25% premiums, pushing teams to rethink comp structures. - Gender pay gaps persist, but are progressing in countries like Brazil and Colombia shows what’s possible with transparency and intentional hiring. - Contractor markets are maturing. Countries like Argentina and Mexico are thriving hubs for flexible, high-skill talent. If you’re building or scaling a global team, Jessica’s insights offer a practical roadmap for fair, data-driven compensation design. Read on 👉 https://lnkd.in/dtmXytds

🚀 Have entry-level salaries in India really improved over the past 25 years? Here’s what the data shows across sectors — including high-end research. Over the past few weeks, I dug into salary trends for fresh graduates — not just in tech or business, but in core engineering, manufacturing, healthcare, finance, government, and academic research. The results are a lesson in economics and policy. Let’s keep it simple: If you earned ₹2 lakh per year in 2000, you’d need at least ₹6.4 lakh in 2025 just to keep pace with inflation (using a 3.2× multiplier for 220% cumulative inflation). So, how have starting salaries trended in real terms? 💻 IT & Engineering: 2000s: ₹2–3L 2025: ₹3.5–4L Result: ❌ Below inflation. Despite growth in tech, oversupply of engineers kept fresher pay almost flat in real terms. 🏗️ Core Engineering/Manufacturing: 2000s: ₹1.8L 2025: ₹4.0L Result: ❌ Still below inflation. 🏦 Finance (Analyst/CA/Bank PO): 2000s: ₹3–4L 2025: ₹6–10L Result: ❌ Most roles are below inflation. Only a few private sector jobs approach parity. 🏥 Healthcare (MBBS Doctors): 2000s: ₹1.8L 2025: ₹7.0L Result: ✅ Slightly ahead of inflation in urban/private setups. Rural/government pay still trails workload. 🏛️ Government / PSU: 2000s: ₹1.8L 2025: ₹6.5L Result: ✅ Above inflation. 6th and 7th Pay Commissions significantly improved real incomes. 🎓 MBA (Top B-Schools): 2005: ₹7.5L 2025: ₹31L Result: ✅ Above inflation. Tier-1 MBAs remain scarce and in high demand. 🔬 High-End Research & Academia: PhD Fellowship: 2000s: ₹0.8L 2025: ₹4.5L Result: ✅ 460% growth, above inflation (driven by major fellowship hikes). Entry Govt Scientist/Engineer (ISRO, DRDO, CSIR): 2000s: ₹1.8L 2025: ₹9.0L Result: ✅ 400% growth, well above inflation (Pay Commissions, R&D focus). Assistant Professor (IITs, IISc): 2000s: ₹2L 2025: ₹13L Result: ✅ 550% growth, among the best in India (reflecting talent attraction in higher education). Private R&D (Pharma/Biotech/Tech Labs): 2000s: ₹4L 2025: ₹12L Result: ⚠️ Matches inflation, but outliers in AI/data science do better. What does all this mean? 1️⃣ Where graduate supply far exceeds demand (IT, engineering), real salaries have actually dropped. 2️⃣ Where talent is scarce or policy stepped in (elite MBA, government, research), salaries have risen well above inflation. 3️⃣ In research and academia, major policy changes and advocacy made a real difference in recent years. This is a reminder that salary isn’t just about “skills” — it’s about supply, demand, and the value the market (or government) puts on your work. If India wants to create real income growth, we need more quality jobs, relevant upskilling, and continued investment in research and innovation. I write about #artificialintelligence | #technology | #startups | #mentoring | #leadership | #financialindependence   PS: All views are personal Vignesh Kumar

3 things every company wants to know about their pay practices + How to measure them. Pay practices can make or break your ability to attract, retain, and motivate your people. But are they healthy? Here's three critical areas every company should assess — and practical ways to measure them: 1. Pay Equity and Internal Alignment Are employees in similar roles paid equitably based on their skills, experience, and performance? How to measure: • Percentage of roles with pay disparities exceeding 5% by gender or demographic group. • Ratio of internal promotions to external hires at comparable pay levels. • Employee perception of pay fairness (e.g., survey scores). 2. Market Competitiveness How do your salaries and total rewards compare to market benchmarks? How to measure: • Percentage of roles within 10% of market median pay. • Turnover rates for high performers compared to internal average. • Offer rejection rate (bonus points if you class. critical roles) and was salary a limiting factor 3. Pay Transparency and Communication Do employees understand how their pay is determined and trust the process? How to measure: • Manager confidence in discussing pay (e.g., training completion rates or self-assessments). • Employee understanding of pay policies (e.g., survey scores or FAQs accessed). • Percentage of pay-related disputes or questions resolved within a set timeframe. Its' easier than ever to have competitive pay practices, and the lowest bar to exceed expectations on with trust, fairness, and alignment with your companies goals. What other things tell you a companies pay practices are healthy?

If you're wondering whether you're being underpaid, you probably are. Here's how to know for sure and what to do about it. 1. Benchmark your comp using real data. ✅ Use tools like Levels.fyi, Glassdoor, and Blind to see what others at your level are making. ✅ Filter by location, company size, and years of experience—not just title. ✅ Have peer conversations. Ask: "What's the comp range for senior engineers at your company?" Most people will share if you're direct and respectful. Don't guess. Get data. 2. Spot the red flags that you're being underpaid. 🚩 You're doing senior-level work but paid at mid-level rates. 🚩 New hires at your level are making more than you. 🚩 You haven't had a meaningful raise in 2+ years despite strong performance. 🚩 Recruiters keep reaching out with offers 20-30% higher than your current comp. If two or more of these are true, it's time to act. 3. Bring it up with your manager without burning bridges. ✅ Frame it around market alignment, not personal need. ✅ Say this: "I've been doing some research on comp for my role and level. Based on what I'm seeing, I'd like to discuss whether there's room to adjust my compensation to better reflect market rates and my contributions." ✅ Come with data. Show the research. Make it objective, not emotional. ❌ Don't say: "I feel like I'm being underpaid." ❌ Don't threaten to leave unless you're actually ready to walk. 4. Know when to stay and fight vs. when to walk. ✅ Stay if: Your manager engages, HR reviews your comp, and you see movement within 3-6 months. ✅ Walk if: You're met with deflection, vague promises, or "that's just how it is here." That's a signal they don't value you. You don't owe loyalty to a company that won't pay you fairly. 5. Take action, don't wait for permission. ✅ If they adjust your comp, great. You advocated for yourself. ✅ If they don't, start interviewing. Let the market tell you what you're worth. ✅ Either way, you're no longer guessing. You're operating with clarity. Being underpaid isn't just about the money. It's about knowing your value and refusing to settle for less. Save this for when you're ready to have the conversation. You're closer than you think.

❓Are salaries weighing down your scaling efforts. Here's a quick ratio to check: the Salary Efficiency Ratio (SER). 💷 Over the past few years, we’ve learned a hard truth: when salaries and revenue fall out of sync, scaling companies face serious challenges. 👉 Yet, there hasn’t been a quick, reliable way to assess whether your company is on track. ARR per employee? Not quite—it doesn’t account for varying pay scales. 📣 Enter the Salary Efficiency Ratio (SER): a simple metric designed to keep your business healthy before drastic cuts become necessary. Think of it as your early warning system to get back on course. 💻 The Formula: SER = Annual Recurring Employee Expense (AREE) / Annual Recurring Revenue (ARR) How to Interpret SER: 😀 Good (<0.5): Spending less than 50% of ARR on employee compensation— a benchmark for established businesses. 😐 Acceptable (0.5 to 0.8): Scale-ups typically fall here. Established ones may hover around the lower end, while fast-growing companies might touch the upper limit (but should monitor it closely as it can't stay there). 🙁 Poor (>0.8): If more than 80% of ARR is going toward salaries, it’s time to act fast—this isn’t sustainable, even for a high-growth tech firm. Real-World Examples (assumptions based off company and analyst reports): 💲 Xero: A remarkable 0.25 🛒 Shopify: A solid 0.40 ☎ HubSpot: 0.54—acceptable, given its rapid growth trajectory Interested in learning more about SER? I’ve written a blog post with insights from our portfolio and strategies to improve SER. 👉 DM me for a link to a blog with a lot more depth. Would love to hear your thoughts: 1️⃣ Is this metric useful in your experience? 2️⃣ Any additional feedback on applying SER? 3️⃣ What have I missed?! Let’s discuss! 🚀 #saasmetrics, #venturecapital, #SalaryEfficiencyRatio

Struggling to decide the right salary for a role you're hiring for? Here's a simple 3-step process I use after analyzing 1000+ job postings: 1/ Identify 5-6 companies matching your sector/stage Think similar industry, company size, funding stage, and market positioning. These are your benchmarks. 2/ Research actual salary data Sign up for a free trial on Weekday and look at salaries of 5 people in the exact job title and experience range you're hiring for. 3/ Don't just look at base salary Also factor in ESOPs, bonuses, and other benefits to structure the complete compensation package. This gives you real market data, not outdated salary surveys or guesswork. Most founders either: - Underpay (and lose great candidates) - Overpay (and mess up their salary bands) - Wing it (and face awkward negotiations later) Having concrete data from similar companies puts you in the sweet spot. What's your go-to method for salary benchmarking?

Global Compensation Is Evolving Fast — Here’s What HR Leaders Need to Know Deel’s new State of Global Compensation Report offers one of the most comprehensive looks at how pay is changing across 150+ countries and 300,000+ worker contracts. 🌎 Key findings: Global leaders remain consistent: Canada, the U.S., and the U.K. continue to offer the highest compensation across roles. Sweden and Norway now rival the U.K. in pay competitiveness. ▪️ AI is redefining pay structures: Just as data science did a decade ago, AI roles are fragmenting into specialized functions — from finance to HR to product. These niche roles now command 20–25% salary premiums above market averages due to scarce benchmarks. ▪️ Inflation is reshaping pay strategies: In regions like Turkey and Argentina, frequent economic changes have led companies to favor one-time cash payments over base pay increases. ▪️ Equity is rising globally: Technical roles, especially in emerging markets like Brazil and India, are seeing a sharp rise in equity-heavy packages. The U.S. still leads in total equity value, but Canada and France are catching up fast. ▪️ AI & ML engineers’ pay is surging: At the 90th percentile, salaries are growing even faster than the median, showing just how intense the talent war has become. 💡 Takeaway for HR leaders: To stay competitive, rethink compensation as a  strategic differentiator—not just a cost. Build flexible, localized pay structures, benchmark globally, and explore equity and one-time incentives to balance financial sustainability with talent attraction. 📊 Read the full report to see how your pay strategy stacks up: https://lnkd.in/e8jhX9K6 #GlobalCompensation #HRLeadership #FutureOfWork #AI #PayEquity #Deel #Carta

Navigating Pay Trends with Mercer’s Total Remuneration Survey — Insights from Cairo 2025 💼📊 The Mercer Total Remuneration Survey (TRS) session in Cairo provided an in-depth look into how organizations are recalibrating compensation strategies amid ongoing inflation and currency volatility. 🔹 Robust Benchmarking: Mercer’s TRS now spans 438 companies and 200,000 employees in Egypt, part of a 25-million-record global database — a reliable benchmark for both multinationals and local firms. 🔹 Pay Trends 2025: The projected salary movement for 2025 is 20%, exceeding the referenced inflation rate (19.7%) for the first time in years — a signal of renewed confidence and retention focus. 🔹 Functional Pay Insights: “Same incumbent” analysis shows an average 25% increase across roles, with professionals recording the highest median growth (43%). 🔹 Industry Differentiation: Life Sciences and Chemicals continue to outperform the General Market on Total Cash Compensation, while FMCG & Retail remain below median. 🔹 Benefits & Allowances: Car and transport allowances saw steady rises, aligning with cost-of-living pressures and vehicle price inflation. 🔹 Performance Pay Gap: Actual payouts remain below targets since 2022, underlining ongoing performance pressure across sectors. A key takeaway was Mercer’s call for companies to build their own internal inflation indices reflecting their employee demographics — ensuring global alignment without losing local relevance. The TRS remains a vital tool — a compass for compensation navigation — helping organizations maintain competitive pay positioning in turbulent economic waters. #Mercer #Compensation #PayTrends #HRAnalytics #EgyptMarket #AhmedFarahat

Compensation scales best when the logic is explicit and consistent. The teams that run smooth cycles don’t rely on judgment calls; they standardize the math. Here are a few structures we see mature comp orgs codify early: First, see how Pequity lets you run any compensation logic you need: https://lnkd.in/gNYXp_8x 𝟭) 𝗔𝗻𝗰𝗵𝗼𝗿 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘁𝗼 𝗰𝗼𝗺𝗽𝗮-𝗿𝗮𝘁𝗶𝗼    Compa = Pay ÷ Band Midpoint   Use it to guide actions and prioritization:  • lower compa → correction or investment  • mid band → standard merit  • higher compa → smaller base increases, more equity or lump sum   One metric. Consistent logic across every team.   𝟮) 𝗗𝗿𝗶𝘃𝗲 𝗺𝗲𝗿𝗶𝘁 𝘄𝗶𝘁𝗵 𝘁𝘄𝗼 𝗶𝗻𝗽𝘂𝘁𝘀 𝗼𝗻𝗹𝘆    Performance × Position in band   Example:  High performance + lower compa → larger increases  High performance + higher compa → smaller increases  Lower performance → minimal or no increases   Simple merit grid > manager intuition.   𝟯) 𝗕𝘂𝗶𝗹𝗱 𝗴𝗲𝗼 𝗽𝗮𝘆 𝗳𝗿𝗼𝗺 𝗰𝗼𝘀𝘁-𝗼𝗳-𝗹𝗮𝗯𝗼𝗿 𝘁𝗶𝗲𝗿𝘀   Benchmark roles to surveys. Pick an anchor geo and compare your other geos to that. Group locations into 3–5 tiers based on similar pay (e.g. within 5% of one another).   Then apply: Pay = Band × Geo factor One band structure. Tiered multipliers. Easy to maintain at scale.   𝟰) 𝗕𝘂𝗱𝗴𝗲𝘁 𝗯𝗼𝘁𝘁𝗼𝗺𝘀-𝘂𝗽 𝗳𝗶𝗿𝘀𝘁    Model increases per employee using:  • compa-ratio  • performance  • market position  • eligibility rules   Roll those numbers up to form the team budget. After that, managers can redistribute within guardrails.   Algorithm first. Discretion second.   𝟱) 𝗗𝗲𝗳𝗶𝗻𝗲 𝗴𝘂𝗮𝗿𝗱𝗿𝗮𝗶𝗹𝘀 𝘂𝗽𝗳𝗿𝗼𝗻𝘁    Standardize rules like:  • who is eligible  • minimum/maximum increases (both $ and %)  • in-range vs out-of-range actions  • when exceptions are required   Most of compensation is repeatable math like this. The above are just a few simple examples but if you want these and more I have something for you. 👇 I built a comp cycle logic playbook where you plug in your cycle inputs and it recommends what to include in your logic. It also has a merit heatmap, a matrix library, a formula sandbox, enterprise budget‑normalization logic, bottoms‑up budgeting, global inflation + FX examples, equity patterns, and cycle flags.   💬 Just comment 𝗟𝗢𝗚𝗜𝗖 and I’ll send it over.