> We’ve been talking about your employer as an abstraction, but in the instant case you’re talking to an actual person. Let’s call him Bob. It is Bob’s job to get you signed with the company as cheaply as possible, but Bob is not super motivated to do so, because Bob is not spending Bob’s money to hire you. Bob is spending Bob’s budget. Bob generally does not get large performance incentives for shaving money off of…
Exactly, but the budget isn't infinite.
Assuming equal talent, I'd much rather hire 5 people at market rate rather than 4 people at 25% over market rate. The net cost is roughly the same, but we can get much more accomplished with 1 more person on the team. Even better, on-call demands are spread out over more people and vacations are easier to schedule.
In my experience, compensation requests are only loosely coupled to a person's abilities. Usually, the person's prior salary history is the driving factor, even when they don't reveal it (I don't ask). If you have a large enough candidate pool, it can often make sense to let the most aggressive negotiators go to the FAANG companies rather than jumping through hoops to overpay them relative to the rest of the team. The most aggressive salary seekers usually end up leaving for FAANG anyway, because they want the resume prestige as leverage in future salary negotiations.
Finally, handing out above market salaries isn’t without consequence for managers. When C-level execs look at compensation across the company and see a handful of managers with significantly higher compensation, they’re going to have higher expectations for that team. If a manager is constantly paying above-market rates but producing average or below average work, it’s going to draw attention. If I’m going out on a limb to give people above market compensation, the expectations are that much higher. I’m also going to be that much quicker to let highly compensated people go if they can’t live up to their compensation requests.