Is Your Colleague Earning More Than $200,000 a Year? Now You Can Find Out
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Is Your Colleague Earning More Than $200,000 a Year? Now You Can Find Out

As a salary transparency law takes effect in New York City, postings show pay ranges for jobs at companies from Amazon to PwC

By CHIP CUTTER
Wed, Nov 2, 2022 8:59amGrey Clock 3 min

Want to make more than $200,000 a year in New York? The options may be more plentiful than you think.

From content director at Colgate-Palmolive Co. to the diversity, equity and inclusion business manager at Macy’s Inc., the list of jobs offering the chance to make over $200,000 includes careers in a wide a range of industries, one of the early revelations from New York City’s new salary transparency law.

The measure, which takes effect Tuesday, requires nearly all New York employers to list pay on job postings, along with internal transfer or promotion opportunities. Companies hiring for remote positions that could conceivably be done from New York must also comply with the law and list minimum and maximum salary ranges, city officials have said.

The result is a trove of updated job listings at some of the nation’s most prominent employers, providing job seekers, existing employees and the merely curious with a rare glimpse at the pay practices of major companies.

Some employers, like Amazon.com Inc., have dozens of jobs with maximum pay of more than $200,000, according to listings. An opening for principal product manager in the company’s Amazon Music division lists a base salary of $197,900 to $267,800 a year in New York. A head of leadership and organisational development can make a salary of as much as $321,700.

An Amazon spokesman, August Aldebot-Green, said the company is committed to pay equity and lists the pay for some roles even when not required.

The listed ranges, which companies had to post as of 12:01 a.m. Tuesday, can help shed light on how companies set pay, a process that has long baffled both job seekers and employees. The salary data also are likely to raise questions among workers about why some jobs pay so much more than others, compensation specialists say.

Pay “is going to be all over the map,” said Susan Schroeder, a partner at Compensation Advisory Partners LLC and a longtime compensation consultant. “All of this has been done behind the scenes for years.”

How pay is determined has also become more complex, executives and advisers say. Many large companies have roughly 15 salary grades, or broad pay bands internally; human-resources staffers then try to match similar roles across departments to each of those levels, Ms. Schroeder said. Companies often then buy data sets listing salaries at rivals or in an industry as a whole in an attempt to benchmark pay to others.

New York’s law doesn’t require companies to include information on benefits, bonuses or additional stock-based compensation. Many employers note on listings that base pay can vary by location, skills and other factors. Though the law requires employers to post “good-faith” ranges, what that means in reality is up to some interpretation, executives say.

Among the listings posted so far, lower-level jobs tend to have fairly narrow ranges. By contrast, some companies list salaries for senior positions that vary by more than $200,000. An assistant vice president position involving machine learning platforms at CVS Health Corp., for example, has a posted range of $189,400 to $416,700. A CVS Health spokeswoman declined to comment.

Some ranges can be so broad they are essentially meaningless for workers, some employment attorneys say. Employers posting wide ranges may be aiming to reflect that a broad array of candidates could potentially fill the role, including those who are very senior, said Nancy Boston, director of compensation at payroll processor Automatic Data Processing Inc.

“You want to ensure if a company needs to recruit somebody who’s really highly an expert in that area, they’re able to attract that level of talent,” she said.

The position of global content director at Colgate, which seeks 10 years of experience, includes a range of $172,000 to $253,050. The position focuses on content “through the entire marketing funnel,” a posting notes. A research and innovation director position in skin health and personal care comes with a top salary of $225,750.

Some companies are also spelling out the differences in pay between locations on job listings. A position for a tax director at accounting and consulting giant PricewaterhouseCoopers LLP says that the base pay ranges between $144,000 and $368,000 in Colorado; in New York, that salary is listed at between $158,400 and $434,000. A PwC spokeswoman didn’t immediately comment.

Cost-of-living differences can account for variations in pay between states, compensation specialists say. Colorado’s salary transparency law took effect last year, while salary ranges will be required in states such as California and Washington beginning in January. Companies that fail to comply with New York City’s law could face fines or other penalties.

Pay matters have become so complex that those who advise on it typically earn six-figure salaries, too, postings show. A position for a job architecture manager, advising clients on compensation strategies, at Deloitte has a posted salary range of $145,000 to $268,000. The posting notes that at Deloitte, “it is not typical for an individual to be hired at or near the top of the range.” A compensation consultant at Warner Bros. Discovery, owner of CNN and HBO, can earn as much as $187,460.

Other workplace-related roles also come with salaries topping $100,000. At Macy’s, the diversity and inclusion role, supporting the company’s chief diversity officer, lists a base salary of $142,080 to $237,000.

ADP’s Ms. Boston advised workers browsing career sites to remember that total compensation may be different than the base salary, and said she encouraged employers to be prepared to clearly articulate how pay decisions are made.

“I can assume that there will be a lot of confusion,” she said.



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Is ‘Rizz’ the Secret to Getting Ahead at Work?

Whether you call it charisma, charm or magnetism, some people seem like naturals. Good news: It can be learned.

By Rachel Feintzeig
Mon, Jul 22, 2024 4 min

Great leaders have it. Gen Z has a new word for it. Can the rest of us learn it?

Charisma—or rizz , as current teenage slang has anointed it—can feel like an ephemeral gift some are just born with. The chosen among us network and chitchat, exuding warmth as they effortlessly hold court. Then there’s everyone else, agonising over exclamation points in email drafts and internally replaying that joke they made in the meeting, wondering if it hit.

“Well, this is awkward,” Mike Rizzo, the head of a community for marketing operations professionals, says of rizz being crowned 2023 word of the year by the publisher of the Oxford English Dictionary. It’s so close to his last name, but so far from how he sees himself. He sometimes gets sweaty palms before hosting webinars.

Who could blame us for obsessing over charisma, or lack thereof? It can lubricate social interactions, win us friends, and score promotions . It’s also possible to cultivate, assures Charles Duhigg, the author of a book about people he dubs super communicators.

At its heart, charisma isn’t about some grand performance. It’s a state we elicit in other people, Duhigg says. It’s about fostering connection and making our conversation partners feel they’re the charming—or interesting or funny—ones.

The key is to ask deeper, though not prying, questions that invite meaningful and revealing responses, Duhigg says. And match the other person’s vibes. Maybe they want to talk about emotions, the joy they felt watching their kid graduate from high school last weekend. Or maybe they’re just after straight-up logistics and want you to quickly tell them exactly how the team is going to turn around that presentation by tomorrow.

You might be hired into a company for your skill set, Duhigg says, but your ability to communicate and earn people’s trust propels you up the ladder: “That is leadership.”

Approachable and relatable

In reporting this column, I was surprised to hear many executives and professionals I find breezily confident and pleasantly chatty confess it wasn’t something that came naturally. They had to work on it.

Dave MacLennan , who served as chief executive of agricultural giant Cargill for nearly a decade, started by leaning into a nickname: DMac, first bestowed upon him in a C-suite meeting where half the executives were named Dave.

He liked the informality of it. The further he ascended up the corporate hierarchy, the more he strove to be approachable and relatable.

Employees “need a reason to follow you,” he says. “One of the reasons they’re going to follow you is that they feel they know you.”

He makes a point to remember the details and dates of people’s lives, such as colleagues’ birthdays. After making his acquaintance, in a meeting years ago at The Wall Street Journal’s offices, I was shocked to receive an email from his address months later. Subject line: You , a heading so compelling I still recall it. He went on to say he remembered I was due with my first child any day now and just wanted to say good luck.

“So many people say, ‘Oh, I don’t have a good memory for that,’” he says. Prioritise remembering, making notes on your phone if you need, he says.

Now a board member and an executive coach, MacLennan sent hundreds of handwritten notes during his tenure. He’d reach out to midlevel managers who’d just gotten a promotion, or engineers who showed him around meat-processing plants. He’d pen words of thanks or congratulations. And he’d address the envelopes himself.

“Your handwriting is a very personal thing about you,” he says. “Think about it. Twenty seconds. It makes such an impact.”

Everyone’s important

Doling out your charm selectively will backfire, says Carla Harris , a Morgan Stanley executive. She chats up the woman cleaning the office, the receptionist at her doctor’s, the guy waiting alongside her for the elevator.

“Don’t be confused,” she tells young bankers. Executive assistants are often the most powerful people in the building, and you never know how someone can help—or hurt—you down the line.

Harris once spent a year mentoring a junior worker in another department, not expecting anything in return. One day, Harris randomly mentioned she faced an uphill battle in meeting with a new client. Oh!, the 24-year-old said. Turns out, the client was her friend. She made the call right there, setting up Harris for a work win.

In the office, stop staring at your phone, Harris advises, and notice the people around you. Ask for their names. Push yourself to start a conversation with three random people every day.

Charisma for introverts

You can’t will yourself to be a bubbly extrovert, but you can find your own brand of charisma, says Vanessa Van Edwards, a communications trainer and author of a book about charismatic communication.

For introverted clients, she recommends using nonverbal cues. A slow triple nod shows people you’re listening. Placing your hands in the steeple position, together and facing up, denotes that you’re calm and present.

Try coming up with one question you’re known for. Not a canned, hokey ice-breaker, but something casual and simple that reflects your actual interests. One of her clients, a bookish executive struggling with uncomfortable, halting starts to his meetings, began kicking things off by asking “Reading anything good?”

Embracing your stumbles

Charisma starts with confidence. It’s not that captivating people don’t occasionally mispronounce a word or spill their coffee, says Henna Pryor, who wrote a book about embracing awkwardness at work. They just have a faster comeback rate than the rest of us. They call out the stumble instead of trying to hide it, make a small joke, and move on.

Being perfectly polished all the time is not only exhausting, it’s impossible. We know this, which is why appearing flawless can come off as fake. We like people who seem human, Pryor says.

Our most admired colleagues are often the ones who are good at their jobs and can laugh at themselves too, who occasionally trip or flub just like us.

“It creates this little moment of warmth,” she says, “that we actually find almost like a relief.”

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