Structuring Equitable Compensation Reviews for Software Engineers
Designed for Engineering leaders overseeing compensation reviews for rapidly growing software development teams, particularly those newly promoted to management in high-growth tech startups. to spark real collaboration and high-energy learning.
A 90-minute hybrid workshop for new engineering managers. The audience faces anxiety over fairness, fears about losing talent to competitors, and confusion from conflicting advice on pay structures. Participants are used to technical problem-solving but are unfamiliar with HR and compensation frameworks.
Compensation Curiosity Cards
Kick off with a quick card game where each participant draws a 'compensation curiosity card'—a provocative question or stat about pay equity in tech (e.g., 'Did you know Google’s pay equity audit found a group of men underpaid?'). They share their card aloud and speculate why it might be true or surprising.
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Why this works
Surprising facts spark interest and help participants suspend assumptions, priming their brains for deeper learning.
Myth-Buster Wheel
Spin a virtual wheel of common compensation myths (e.g., 'Engineers only care about base salary', 'Market rates are always fair'). When the wheel stops, the facilitator reads a myth and asks the group to vote: True, False, or Depends. Quick debate reveals the real research and exposes misconceptions.
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Why this works
Actively confronting misconceptions boosts engagement and builds shared vocabulary for deeper work.
Compensation Spectrum Poll
Share a spectrum (‘Strongly Agree’ to ‘Strongly Disagree’) on statements like ‘All engineers at the same level should earn identical pay’. Participants submit anonymous responses, then see the group’s spread. Facilitator asks a few to share why they landed where they did, but only if comfortable.
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Why this works
Anonymous input lowers pressure, encourages honest opinions, and highlights the complexity of consensus.
Salary Ladder Relay
Divide the group into small teams. Each team gets a whiteboard (physical or digital) and 3 minutes to build a ‘salary ladder’ for a fictional engineering team (junior, mid, senior, lead)—including adjustments for performance and equity. Fast-paced, teams compare ladders and debate glaring differences.
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Why this works
High-energy competition makes abstract concepts tangible and surfaces differences in assumptions.
Retention Dilemma Scenario
Present a real dilemma: ‘Your top mid-level engineer discovers their peer earns $12k more. They threaten to leave unless you match the salary. What’s your next move?’ Teams discuss in breakout rooms for 5 minutes, then share solutions—ranging from transparent communication to structural change.
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Why this works
Real dilemmas activate problem-solving and anchor abstract frameworks in actual risk scenarios.
Personal Pay Equity Reflection
Invite participants to reflect privately: ‘Recall a time when you felt a compensation decision was unfair or unclear. How did it affect your motivation or trust?’ They jot down thoughts, then (optionally) share one insight with the group or in pairs.
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Why this works
Personal connection unlocks empathy and commitment to change; reflection deepens memory and meaning.
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