薪酬、职级与年终奖 Compensation, Rank and Year-End Bonus

不接受薪酬谈判

• 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 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。

• 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。

尽可能给所有岗位提供高薪资

• 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。

• 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。

Global Pay

• 不同城市的生活成本必然不同。

• 国内一线城市北上广深和三、四线城市的市场薪资水平也必然不同。

• 两者差距有时是3-5倍或更多，有时是根本无法在当地找到相似的岗位。

• 精明的企业会以稍稍高出当地水平的薪资来招募员工。

• 虽然合情合理，但我们这样的远程团队却从未想过占这种便宜。

• 因此无论你选择在哪里生活，上海也好，泉州也罢，我们一律支付相同的薪资（同岗位、同级别、同工种）。

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 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。

• 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。

No Salary Negotiations Policy

• In the real workplace, some people excel at negotiating job offers. They know how to leverage offers from one company as bargaining chips with another, or overstate their past achievements to secure higher pay.

• On the other hand, there are those with deep expertise in their fields but who, due to shyness or lack of negotiation skills, settle for offers that undervalue their worth.

• We dislike taking advantage of people, and we equally dislike being misled.

• That’s why in our compensation system, salaries are standardized for the same role and level.

• No extra pay for smooth talkers.

• No discounts for humble hard workers.

• We determine your level by benchmarking your abilities against the top performers in our team.

• Many people switch jobs because their current salary no longer reflects their market value. To address this, we regularly review employee performance, company profitability, and market salary data.

• This ensures that at all times, our compensation remains fair, competitive, and aligned with both individual contributions and market realities.

Offering Top-Tier Salaries for All Positions

• We come together to create products we’re proud of and that our customers love, building a company that earns respect.

• But let’s be real—passion alone doesn’t pay the bills. That’s why we strive to offer everyone a competitive and dignified salary.

• Top 10% Compensation: Our salaries rank in the top 10% for comparable roles and levels in the market (benchmarked against Beijing, verified through multiple sources).

• What You See Is What You Get: We don’t play numbers games. The salary ranges we post for job openings are the actual take-home figures.

• By being transparent and competitive, we ensure that everyone is fairly rewarded for their contributions.

Global Pay

• Living costs vary significantly between cities.

• For example, salaries in first-tier cities like Beijing, Shanghai, Guangzhou, and Shenzhen can differ by 3-5 times—or more—compared to those in smaller cities. In some cases, comparable roles simply don’t exist in smaller towns.

• Many companies take advantage of this by offering slightly higher-than-local-average pay to attract talent. While reasonable, this approach doesn’t align with the values of a remote-first team like ours.

• At OneKey, we pay the same salary for the same role, level, and function—regardless of where you live. Whether you’re in Shanghai or Quanzhou, the compensation remains equal.

No Year-End Bonus

• Let’s rethink the concept of a “year-end bonus.”

• Typically, year-end bonuses are tied to performance. Advocates argue that exceptional employees should earn more to incentivize greater effort. High performers get bigger bonuses, while underperformers get less.

• But this logic is flawed for two reasons:

1. Great employees naturally strive for excellence—not because there’s a pile of cash dangling in front of them, but because they take pride in their work.

2. A “year-end bonus” is often just deferred compensation. Instead of paying employees what they’ve earned each month, companies hold back part of their salary under the guise of a bonus, deciding later whether to pay it out.

• This practice creates unnecessary stress. Employees may leave out of frustration when they don’t receive the bonus they expected—ironically saving the company money in the process.

• Imagine sweating over whether your performance rating is 3.25, 3.5, or 3.75, just to secure a slightly bigger bonus for the next year. And even after receiving the bonus, you worry about maintaining the rating to avoid losing out the following year. It’s exhausting and counterproductive.

• Our approach: We pay a high base salary, spread evenly across 12 months. There’s no year-end bonus because it’s already built into the base salary.

• No deferred payments to next year.

• No anxiety about performance ratings.

• No backroom competition with colleagues over bonuses.

• What you see on your payslip is what you get—no games, just transparency.

• Differences in employee contributions and skill levels are reflected in job levels and the ESOP tied to those levels. We’ll dive deeper into this when discussing performance.

• We do, however, have a company-wide bonus plan—unrelated to individual performance or year-end bonuses. It’s based on metrics like net profit growth, but that’s a topic for another time.