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真实的职场中，总有人属于「面霸」，掌握了与企业人事职员谈判的技巧，为自己争取到更好的报价。
这些技巧包括但不限于竞价，将 这些技巧包括但不限于竞价，将 A 公司的 Offer 作为与 B 公司谈判的筹码；又或者承诺自己实际无法做到的事，夸大过去项目中的贡献…等等。公司谈判的筹码；又或者承诺自己实际无法做到的事，夸大过去项目中的贡献…等等。
有的人则相反，尽管在自身领域有深厚积淀，却因为性格木讷，不善言谈，草草接受了一个低估自己的 Offer。
我们不喜欢占人便宜，我们也不喜欢被人忽悠。
所以在我们的薪酬体系中，只要岗位和级别是确定的，薪酬就是相同的。
不会因为有人能说会道就多给，不会因为有人老实干活就少给。
我们的做法是将候选人的水准和团队中的标杆选手对比，来确定合适的职级。
许多人在工作中跳槽，是因为原公司的薪酬跟不上他在市场中的实际水平。
我们每年会重新审视员工表现、公司盈利能力和市场薪酬数据。
确保每时每刻我们付出的薪酬，对员工而言都合理且有竞争力。
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我们这么多人聚在这里，是为了做出让自己自豪和客户喜爱的产品，构建一家受人尊敬的公司。
但为爱发电是不现实的，因此我们尽所能给每人支付体面的薪水。但为爱发电是不现实的，因此我们尽所能给每人支付体面的薪水。
薪资水准位列市场同等岗位、同等水平的 Top 10% （以北京为基准城市，多个信源交叉验证）。
薪资所见即所得。
正是因为我们不喜欢玩数字游戏，所以招聘岗位标注的薪酬区间，都是到手数字。
我们从不将薪资拖到下个月，都是当月发放。
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不设年终奖
让我稍稍纠正你们对「年终奖」这个概念的理解。
通常年终奖和绩效绑在一起。
鼓吹年终奖做法的人会说，你应该给优秀员工更多的钱，他们会更卖力工作。
达到高绩效的人拿到的钱更多，达不到绩效的拿到的钱更少。
企业给每个人支付了合理的酬劳，不是吗？
不是的，这里搞错了两个前提。
1. 优秀的人会自觉的追求成功，尽全力做到自己的工作，跟面前是不是摆了一叠现金没有太大关系。
2. 年终奖实际是企业将「原本就要发给员工的酬劳」，以XX薪或年终奖的形式先扣押，再在第二年决定给或不给。
如果一个卖力工作的员工年终因为拿不到奖金愤而离职，企业却因此省了一笔钱。
想想你在 想想你在 3.25, 3.5, 3.75 的绩效评分之间拼命挣扎，为的就是第二年拿到多几个月的奖金。的绩效评分之间拼命挣扎，为的就是第二年拿到多几个月的奖金。
而每次拿完奖金后心里又在惴惴不安，因为不知道今年还能不能顺利拿到高评分，看到每月到手的银行卡数字，在想要不要跳槽。
所以我们的做法是：每年发放12个月薪资，不设年终奖。
因为给员工的高额 base 中就已经包含了所谓「年终奖」。
不是扣押到到第二年，而是均摊到每个月直接发掉。
不用因为绩效心情七上八下，也不用和其他员工勾心斗角。
工资单上写的是多少，发到手的就是多少，这样务实比较好。
而用来区分不同员工水平差异和 base 的，是职级，以及职级背后包含的 ESOP。
到「绩效」那部分会详细展开。
我们确实有整个公司整体的奖金计划（跟绩效或年终奖无关），但取决于公司的净利润增长率等一些指标，这里不再展开。
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There are always people who have mastered the art of negotiating with corporate staff to get a better offer for themselves in the real world of work.
These techniques include, but are not limited to, bidding, using Company A's offer as a bargaining chip with Company B, promising what you can't actually deliver, exaggerating your contributions to previous projects, and so on.
Some people, on the other hand, accept an offer that undervalues them because they are deafeningly deafeningly deafeningly deafeningly deafeningly deafeningly deafeningly deafeningly deafeningly deafenkind.
We don't like taking advantage of people, and we don't like being duped.
As a result, in our salary system, the salary is the same as long as the position and level are determined.
We do not pay more simply because someone can speak well, nor do we pay less simply because someone works honestly.
To determine the appropriate rank, we compare the candidate's level to that of the team's benchmark player.
Many people have to jump through hoops at work because their original company's pay does not correspond to their actual market value.
Every year, we review data on employee performance, company profitability, and market compensation.
We make certain that the compensation we offer our employees is both reasonable and competitive at all times.
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So many of us have gathered here to create products that we are proud of and that our customers adore, as well as to build a respected company.
However, it is unrealistic to generate power for love, so we do our best to pay everyone a decent wage.
Salary levels are in the top 10% of the market for the same position and level (Beijing is the base city, cross-checked by multiple sources).
What you see is exactly what you get, no bullshits.
We don't like to play the numbers game, so the salary ranges listed in job postings are all in-hand figures.
We do not postpone salary payments to the following month; instead, we pay them the within the same month.
Global Payments
The cost of living varies inevitably from city to city.
Market salary levels in China's first-tier cities, such as North, Guangzhou, and Shenzhen, as well as third and fourth-tier cities, are bound to differ.
The difference between the two can be 3-5 times or more, and it is sometimes impossible to find a comparable position in the area.
Companies that are astute will hire employees at slightly higher wages than the local average.
While logical, remote teams such as ours would never take advantage of this.
So, whether you live in Shanghai or Quanzhou, we pay the same salary (same position, same level).
There is no year-end bonus.
Let me correct your understanding of the term "year-end bonus."
Typically, year-end bonuses are performance-based.
People who support the practice of year-end bonuses will argue that by giving more money to good employees, they will work harder.
Those who perform well are compensated more, while those who do not perform well are compensated less.
Companies pay a fair wage to everyone, don't they?
No, there are two incorrect premises in this case.
1. Good people will consciously pursue success and do their best to do their job, regardless of whether they have a stack of cash in front of them.
2. The year-end bonus is the company's "original reward to be paid to employees," in the form of XX salary or year-end bonus first withheld, and then decided whether or not to give the following year.
The company saves money if a hardworking employee leaves at the end of the year because he or she did not receive a bonus.
Consider your struggle to earn 3.25, 3.5, or 3.75 performance ratings in order to receive a few more months of bonus money the following year.
And every time you get your bonus, you're nervous because you're not sure if you'll get a high rating this year, and you're wondering if you should quit when you see the number on your bank card every month.
As a result, our policy is as follows: 12 months of salary per year, no year-end bonus.
This is due to the fact that the so-called "year-end bonus" is already included in the high base salary given to employees.
Instead of deferring it until the following year, we pay it out every month.
You don't have to be upset about your performance, and you don't have to argue with your coworkers.
It is preferable to be pragmatic.
The rank and the ESOP behind the rank are used to distinguish the level difference and base of different employees.
We'll go over this in greater detail in the "performance" section.
We do have a bonus plan for the entire company (not related to performance or year-end bonuses), but it is contingent on certain indicators, such as the company's net profit growth rate, so I won't go into it here.