- 01How to Set Salaries When You Don't Have a Compensation TeamMost small business owners set salaries based on two things: what the candidate asked for and what feels reasonable. Neither is a reliable signal. The candidate may have anchored on a number that bears no relationship to the market. What feels reasonable is usually shaped by what you paid before, which may also bear no relationship to the market.
- 02What Benefits Small Businesses Can Actually Offer — and How to Talk About Them in HiringMost small businesses believe they can't compete with large companies on benefits. The reframe: they're comparing what they offer to what they assume large companies offer, without knowing what candidates in their market actually care about. The benefits that win candidates are not always the most expensive ones.
- 03How to Handle a Compensation Conversation Without Losing a Good Candidate or a Good EmployeeThe counter-instinct: most compensation conversations feel like negotiations when they should feel like information exchanges. The owner who walks in knowing the market range, knowing what the business can sustain, and knowing how the current number was set has a different conversation than the one who walks in hoping the other party accepts what's on the table.
- 04When and How to Give a Raise — and How to Document the DecisionThe paradox of raise decisions: most owners give raises reactively and feel generous. Most employees receive raises reactively and feel undervalued. The raise that comes only when someone asks reveals that the business wasn't tracking their performance or the market. Both parties walk away from the conversation unsettled.
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