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As an employer it is not my job to assess and pay an employee their market value. I’m not a career counselor. I have positions I need to fill and those have salaries associated with them. Someone who is overqualified might accept a role when I think they could do better, but that’s me projecting a vision onto them. The employee has mobility to reject my offer, or leave and seek a better job.

Also people are complex I don’t necessarily know why the engineer accepted the job for 70% of what I think they could earn elsewhere. It could be an intangible reason.




>As an employer it is not my job to assess and pay an employee their market value

Then how do you do competition market research?

Are you okay with it if it turns out that the offer you make is either 3x or 1/3 The market rate?

>The employee has mobility to reject my offer, or leave and seek a better job.

As long as you never whine about a 'talent shortage' when they reject the offer or leave, that's fine.

You made the offer, they decline or leave because they can get better elsewhere.

You look at that information and decide if you want to raise wages or not. Then put out whatever adverts you wish.

Simple and easy. No need for press,PR,H1B, lobbyists and the like.

If everyone was running like that, these kind of articles wouldn't exist.


An employee’s market value has nothing to do with the job openings I have available. You’re equating the two. When I do salary research I do it based on similar roles that are open. Let me give you a concrete example: A CS Phd applies to be our front desk receptionist. I’m offering them the value of the position they applied for, which has nothing to do with the fact that they could be making $300K+ doing CS research.




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