Value for Value

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ℹ️ Hiya! I previously published a slightly different version of this post a few years ago.
That blog, The Value Metric, is no longer active

On Value for Value in Hiring

While casually debating hiring strategy with colleagues a few years ago, I laid out my value for value philosophy in a spirited dialogue about the company’s talent recruitment process. I delivered an impassioned speech about why the phrase “you get what you pay for” isn’t just lip service— it’s at the core of attracting and cultivating excellence. And to be clear: compensation comes in many forms, not just cash money.

As The Great Resignation demonstrates, clearer, fairer, and overall better value for value in the employer-employee relationship is top of mind for talent— particularly among those in the tech space.

The higher up you can cover on an individual’s hierarchy of needs (thanks for laying that out, Maslow), the better the overall results. When team members feel secure that their needs are met, they’ll be better equipped for productivity and success.

Beyond lip service

Value for value isn’t just a kitschy catchphrase— it’s a core part of an effective leadership strategy that embraces a thoughtful, holistic approach to ops and people management.

Aside from salary and benefits, what else contributes to a value for value for candidates? Here are just a few examples:

  • flexible schedules, generous PTO, sabbatical after X years
  • profit-sharing and/or equity programs
  • personal development perks (books, conferences, etc.
  • work-life balance encouragement, support, and resources
  • well-defined and adequately supported career progression opportunities
  • active feedback loops between team members, leadership, and HR
  • … and I’m sure you have at least a few additional things you’d add here

Culture ➡ Communication ➡ Product

Unclear (or worse, nonexistent) expectations for a team will have repercussions felt keenly throughout the entire organization. A lack of clarity regarding objectives and ill-defined areas of ownership can stifle progress. Such gaps in leadership breed inconsistency and lack of accountability. Those gaps lead to ineffective management, carelessness in CX, and out-of-touch executive decisions that roadblock your team’s path to success.

When a company operates with a culture of empathy for customers and team members, then excellence in the product will almost always naturally follow. The value cycle ebbs and flows in a way that favors satisfaction for customers and employees alike.


On morale
On #custexp

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