Kjartan Rist from Concentric ????
#6 - Tahj Malone I Co-Founder at TrainingHub I Linkedin
An entrepreneur by nature, Tahj has been battle-tested in the various attributes and skills needed to form and run a company. He is currently building an app for people to monetize their knowledge in their respective sports, in a welcoming way, while connecting athletes to them - ultimately creating a hub for sports and fitness.
“The salary would be dependent on how much work the team member is assigned and their performance. Obviously being able to work from home is a benefit but should not take away from the employee’s efficiency and proficiency.
As a tech company, having your team members work remotely can save on having to pay for numerous office supplies and unnecessary size of office space. This way a large portion of the company funds can be allocated towards recruiting top talent.
Ultimately we would determine how much value an employee brings the company in terms of both money and workload in their day-to-day role. That would be a major player in determining the appropriate salary.”
#7 - Antoine Boatwright I CTO at Go Instore I Linkedin *
With a career of 29+ years in IT/IS Development experience, Antoine has been involved in practically all the areas of the tech sector. From DevOps to Compliance, he has been advising and coordinating in the space, oil & gas, business, travel, and retail industries.
“I think that the question is slightly more complex than it might first appear, i.e. a binary choice between paying the same or less. The reasons why this is more complex are because:
Taxation is not the same in all jurisdictions.
The overheads for remote and local employees for an organisation can be different.
The cost of living is not the same wherever you go
Policies need to be fair to all employees, not just those who choose to be remote.
Time zones and availability could impact the ability to do a job or an employee’s engagement
Remote can be “same region, same country”, “other region but same country”, “other country”, or “totally nomad” and they all present different considerations.
By going remote you might be putting yourself into a new labour pool and positioning yourself in a totally different market.
Company culture and the “value” it places on proximity varies from company to company
The amount of remote working experience a person has can significantly impact the effectiveness and therefore salary
For all the above reasons and many more, I think that the only real thing you can say is that there will be a market adjustment that will flow through a natural supply and demand process. This will take into account factors like: rarity of skill sets, the “cost” and “value” of flexibility both ways, the value of the actual individual to the organisation (not the same as the rarity of skill set), differential cost of recruitment, the impact of the role/person and many other factors.
So my view is that although the location of work can change, the method of determining salary has, and should, largely stay the same. People should be paid according to the value they bring to the organisation which takes into account all possible variables tangible and intangible.
This may/will lead to a different $/£ figure by individual perhaps but the method of deriving that number should be consistent across the board. Over time this will inevitably lead to a “grouping” of salary/pay across work modes and locations.
Ultimately, I believe in a fair day's wage for a fair day's work. The two key players in the employment relationship will determine what that looks like. Where they agree, there will be engagement and if they don't, then there should be no hard feelings.”
*The opinions expressed in this publication are those of the author. They do not purport to reflect the opinions or views of the Go Instore or its members. The designations employed in this publication and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the Go Instore concerning wages or salary compensations.
#8 - Buster Hägg I COO at Sudio I Linkedin
Buster is a very passionate and highly motivated team player constantly looking for a challenge. Since the early years of his career, he has focused on building a team to drive growth among multiple companies. As a manager and C-level officer, he works on providing the best platform for his team to succeed and achieve global sales objectives.
“I would pay them for what they are worth. It doesn't matter if they are based in Stockholm or in Belarus, if they have the experience and track record I'm looking for, they would get paid the same no matter the location.
Additionally, if a team member chooses to work remotely 100% we also make sure that they have the best setup at home possible. It's cheaper to supply them with a good desk, office chair, screens, etc. at home than paying for sqm in the city center. Work remotely or in the office has no impact on the salary, we see it as a perk and we know that our teams are more effective being flexible with their work set up.”