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Use when constructing offers — covers leveling, package construction, equity, sign-on, negotiation, and pay equity at offer.
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Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.
Baseado na classificação ocupacional SOC
| name | offer-strategy |
| description | Use when constructing offers — covers leveling, package construction, equity, sign-on, negotiation, and pay equity at offer. |
Inputs:
Failure modes:
| Component | Default | Notes |
|---|---|---|
| Base salary | Midpoint of band | Below for green-at-level; above for proven |
| Equity | Per leveling rubric | New-hire grant + refresh expectation |
| Sign-on | When bridging unvested equity or compensating relo | Not a "make it competitive" hack |
| Relocation | Defined policy | Not negotiated; consistent |
| Bonus / commission | Role-dependent | Sales typical; many ICs no bonus |
| Benefits | Standard | Don't differentiate to close |
| Pattern | Pros | Cons |
|---|---|---|
| Transparent range, no negotiation | Maximum equity; fast offers | Doesn't reward strong cases differently |
| Window range, modest negotiation | Preserves equity; rewards genuine value | Requires discipline |
| Open negotiation | Flexibility | Worst pay equity; rewards negotiators |
Default recommendation: window range with documented pre-approval for moves outside.
When a candidate counters:
Avoid:
Critical guardrails:
The gender pay gap data is unambiguous: women negotiate less aggressively (and are penalized more when they do). Process design that rewards aggressive negotiation produces gender-disparate outcomes.
Avoid 24–48 hour pressure:
Reasonable expiration: 5–7 business days (sometimes longer for senior or international).
The senior leader / hiring manager closing call:
Every offer:
compensation-strategist — Bands and philosophystructured-interview-designer — Provides scorecard inputcareer-framework-architect — Provides leveling rubricequity-architect — Equity grant structuredei-strategist — Pay equity at offer audit