Salary expectations rising in Adelaide: How to adapt

Your employee is hitting the ceiling of their designated pay range. Now what? This is a retention risk that organizations often fail to plan for. If the only answer is "there's no more room," be prepared for your talent to start looking for new opportunities elsewhere. Have a structured answer before you get to this point. Sometimes you will need to shift the conversation from vertical salary growth to horizontal career expansion and value. 1️⃣ Re-evaluate the Role: Can the scope of the job be legitimately expanded and re-leveled into a higher pay band? If they are ready to operate at the next level, reward them formally. 2️⃣ Specialization Tracks: Not everyone wants to transition into managerial roles. Consider non-management career paths that offer growing title prestige and specialized project autonomy. 3️⃣ Maximize Intangible Value: If cash compensation is temporarily capped, ensure your employees are receiving maximum value through non-monetary benefits. Don't let your pay structure lead to a retention cliff, instead proactively redefine and reward long-term value. #Compensation #RetentionStrategy #HRStrategy #TalentManagement #CareerGrowth #HirelyRecruitment

Rethinking Compensation: Value Talent, Not Payslips💡 When companies hire, the first question often is: “What was your last salary?” On the surface, it seems practical. But is it fair? And is it really helping companies attract the best talent? Here’s the reality: A professional with 4 years of experience earns 7 LPA. Company A offers 11 LPA. Seems like a win, right? But the market rate for similar roles is 18 LPA. The candidate refuses. HR says, “It’s based on your past salary.” The candidate walks. A month later, Company B evaluates them differently — focusing on skills, market benchmarks, and impact. They offer 18 LPA. The candidate accepts. The lesson: Relying on salary history undervalues talent. Why salary history fails: Undervaluation trap: Past salary ≠ skills. Often, it shows what someone was paid, not what they’re worth. Missed opportunities: Top talent walks away. Retention risks: Employees feel undervalued if peers earn more. Brand impact: Companies gain a reputation for undervaluing people. What works: Pay for skills. Forward-looking companies: Benchmark against current market standards. Evaluate real skills, achievements, and impact. Invest in long-term potential, not just the role of today. Studies show skills-based pay boosts access to talent, lowers turnover, and builds an adaptable workforce. Companies doing this earn trust, credibility, and a reputation as future-ready employers. For business leaders: Treat compensation as an investment. Fair pay: Shortens hiring cycles Boosts productivity Builds trust internally Signals that your company values talent as an asset For job seekers: Your past salary ≠ your worth. Showcase your skills, achievements, and market value. Companies that pay for skills will notice. The way forward: ✅ Stop anchoring offers on past salaries ✅ Build transparent pay bands based on roles & skills ✅ Pay for today’s capabilities, not yesterday’s paycheck A pay slip shows history, not potential. Let’s move beyond salary history — and build workplaces that are fair, competitive, and ready for the future. #SkillsOverSalary #FairPay #FutureReadyWorkplace #TalentFirst

One of my frustrations in recruitment is when HR bureaucracy blocks great talent. Too often, I see policies where companies can only offer a candidate XX% increase on their current salary, but let’s be honest, what does someone’s current or previous salary have to do with the role you’re hiring them for today? If the candidate has the right skills, experience, and potential, why should they be penalised just because they’ve been underpaid elsewhere? GRIT's recently been hiring in #California, where it’s illegal to ask for current or past salaries. Instead, hiring decisions are made based on two simple factors: 1️⃣ What the candidate expects 2️⃣ What the company is prepared to pay That feels fairer, more transparent, and more aligned with the value someone can bring. Pay should reflect the role, the impact, and the market, not a candidate’s previous pay slip. Curious to hear your thoughts: should more regions in Asia adopt the Californian approach or am I missing something? #GRIT #Freshlybaked #Recruitment #Hiring #FairPay #TalentAcquisition #HumanResources #FutureOfWork #Compensation #PayEquity #CareerGrowth #Leadership

HR: What’s your salary expectation? Candidate: ₹2,50,000 per month. HR: We really like your profile, but that’s a little higher than our current budget. Candidate: I’m genuinely interested in this role. If ₹2,40,000 works, I’m willing to adjust. HR: Great. Then let’s finalize it at ₹2,20,000. The candidate agreed — a bit hesitant, but hopeful. ⸻ Later at the office: “Position filled,” HR reported. “The budget was ₹2,80,000 — deal closed at ₹2,20,000. Saved ₹60,000 per month!” HR Manager: “Excellent. Very smart hiring.” ⸻ A few weeks later… The new hire found out — colleagues in the same role were earning ₹2,70,000 to ₹2,80,000. 💥 Motivation gone 💥 Trust broken 💥 Performance dropped 💥 Resignation submitted ⸻ And the company is back to square one: 🔁 New vacancy 🔁 New recruitment cycle 🔁 Onboarding costs 🔁 Wasted time and productivity ⸻ The real truth? 👉 Underpaying talented professionals is not a saving — it only delays the cost. 👉 If you want to retain top talent, compensate them fairly from day one. Because they don’t just bring skills — they bring stability, loyalty, and long-term value. ⸻ #CorporateJob #Reality #Policy #FairPay #TalentRetention #WorkplaceCulture #EmployeeEngagement #FutureOfWork #Leadership #Compensation #PayEquity #RetentionMatters #SmartHiring #EmployerBranding

I had an interesting conversation with a candidate today that really stuck with me. They told me they’d happily take a little less money if it meant being in the right environment. It reminded me that while salary will always matter, it isn’t the full story. More and more, I hear people saying they value culture, leadership, and flexibility just as much as pay. As an accountant, I’ve seen how the numbers matter but I’ve also learned that people want to feel valued, supported, and part of a team where they actually enjoy coming to work. For hiring managers, it’s an important reminder: attracting and keeping great people isn’t always about offering the highest salary. Sometimes, the real difference is building a workplace people genuinely want to be part of.

In my role I meet some outstanding people, but I also meet those whose salaries far exceed their abilities. Many are unaware of how misaligned they have become with today’s market, yet still push for a move with a pay rise without the track record to justify it. Data shows that those who consistently spend less than two years in every role, are statistically better off than those who stay put, at least in the short term. In both the US and UK, job switchers typically see pay rises of 5 to 10 percent, compared to 2 to 4 percent for those who remain loyal. But here is the catch. While salary may jump, reputation, stability and long term progression often suffer. Executive leaders will question whether someone has truly delivered impact, built high performing teams, or left a legacy when every role is a brief stop over. The result? Many candidates price themselves out of the market, commanding packages that look unsustainable once their actual track record is tested. The sweet spot lies somewhere in between. Moving at the right moment, in the right market, and staying long enough to prove transformation. That is where the biggest careers and the most sustainable salaries are built. dominic@3searchexecutive.com

💸 Salary Isn’t Just Compensation. It’s Communication. HR: “We offer ₹35,000. That’s fair.” Candidate: “I was expecting ₹50,000.” HR: “Be realistic. You’ll gain learning opportunities.” 📌 Two months later… They delivered. They doubled their workload. They got zero recognition. Then came a ₹70,000 offer. They resigned. Manager: “You should’ve told us.” Truth? They did. But when it mattered—nothing was done. Here’s the real lesson: 🔹 Salary reflects VALUE, not just affordability. 🔹 “Learning opportunities” don’t pay bills. 🔹 Retention isn’t about squeezing talent—it’s about respecting it. 👏 Pay people what they’re worth. 👏 Recognize effort before it walks out the door. 👏 Build cultures where growth is rewarded, not exploited. Because when you underpay and overwork, You’re not saving money. You’re burning trust. #Leadership #WorkplaceWisdom #RetentionMatters

While job seekers are stepping up their negotiation game, employers are worried about keeping up. 💪 88% of professionals feel confident negotiating salary. 😰 74% of hiring managers are worried about meeting those compensation expectations through 2026. 😐 At the same time, starting salaries have generally been leveling off over the past few years – not going up. So, what’s going on? Professionals with high-demand skills are confident about getting what they want, while many employers have been waiting to fill key roles until the need is critical. Here’s our advice for moving forward. 👉 Job seekers: Understand your value in terms of your skills, experience, and location. Check the market data, and be clear on the assets you will bring to a potential employer. Preparation and confidence can be your superpowers. But expect negotiations to be tougher now than they may have been 3-4 years ago. 👉 Hiring managers: If you’ve been struggling to fill key roles for a long time, you may need a reality check on how your compensation stacks up against other employers. Remember that the total compensation package is what matters, including perks, benefits, bonuses, PTO and everything else. So if your budget for salary is coming up short, think about what else you can offer. Check out the brand new 2026 Salary Guide to get ahead of the trends now and set yourself up for success in Q4 and beyond! https://lnkd.in/eHT-WBX6 #SalaryGuide #RHSalaryGuide #RobertHalf

💼 The hidden cost of “saving” on salaries HR: What’s your salary expectation? Candidate: ₹2,50,000 per month. HR: We like your profile, but that’s higher than our budget. Candidate: I’m genuinely interested. If ₹2,40,000 works, I can adjust. HR: Great. Let’s finalize it at ₹2,20,000. The candidate agreed—hesitantly, but with hope. Later in the office: “Position filled,” the HR reported. “Budget was ₹2,80,000, deal closed at ₹2,20,000. Saved ₹60,000 per month!” HR Manager: “Excellent. Very smart hiring.” 📍 A few weeks later, reality hit: They found out peers in the same role were earning ₹2,70,000–₹2,80,000. 👉 Motivation disappeared 👉 Trust broke down 👉 Performance declined 👉 Resignation followed And the company was back to: 🔄 New vacancy 🔄 New recruitment cycle 🔄 Onboarding costs 🔄 Loss of time & productivity 💡 The truth? Underpaying talented professionals isn’t a saving. It’s only a delay before bigger losses. If you want to retain top talent, pay them fairly from Day 1. Because employees don’t just bring skills—they bring stability, loyalty, and long-term value. #Hiring #HR #Recruitment #Leadership #EmployeeExperience Agree or Not .... ????...

The hidden cost of underpaying talent 👇 HR: What’s your salary expectation? Candidate: 250,000 BDT per month. HR: We really like your profile, but that’s a bit above our current budget. Candidate: I’m genuinely interested in this role. If 240,000 works, I can adjust. HR: Great! Let’s finalize it at 220,000. The candidate hesitant but hopeful agreed. Later in the office: “Position filled,” HR reported. “Budget was 280,000. Closed at 220,000. Saved 60,000 a month!” HR Manager: “Excellent. Smart hiring.” A few weeks later… The new hire discovered colleagues in the same role were making 270,000–280,000. ....Motivation crashed ....Trust was broken ....Performance declined ....Resignation followed And the company was back to square one: 👉 New vacancy 👉 Fresh recruitment cycle 👉 Onboarding costs 👉 Time & productivity wasted 💡 The truth? Underpaying top talent isn’t a saving—it’s only delaying the cost. If you want to retain high performers, compensate them fairly from day one. Because true professionals don’t just bring skills they bring stability, loyalty, and long-term value. 🔑 Moral of the story: When you try to “save money” by underpaying, you actually end up spending more. Fair pay isn’t an expense it’s an investment in retention, performance, and growth. ✨ Pay fairly. Win loyalty. Retain talent. #Leadership #TalentManagement #EmployeeRetention #WorkCulture #FutureOfWork