Great to hear you’re considering new questions for the talent survey! I’ve suggested some specific questions to help get a better understanding of how much EA organizations are paying.
As 80K puts it, “Skill bottlenecks are a matter of degree” and these degrees can vary significantly depending on the specific skills in question. But we have little hard data to quantify skill gaps across various areas.
I suggest adding new questions to the next talent survey of EA organizations to help capture some of these nuances. These questions will hopefully make it easier to answer questions like: Are EA organizations talent constrained? If so, which sorts of organizations and which sorts of talent? How large are these constraints? What can be done about them?
New questions (which should continue past surveys’ practice of asking the same questions about both a junior and senior hire and anonymizing organizational responses due to the sensitivity of the information involved):
● Generally speaking, how easy/difficult do you currently find it to fill roles at your organization? (Scale of 1 = Very difficult to 5 = Very easy)
● What do you pay current employees relative to what they could earn on open market, including jobs in the for-profit sector? (Multiple choice: More; about the same; 0-10% less; 11-20% less, etc)
● What do you pay current employees relative to what they could otherwise earn in the nonprofit sector (including all nonprofits not just EA organizations)? (Multiple choice: More; about the same; 0-10% less; 11-20% less, etc)
● What do you pay current employees relative to what they could otherwise earn at another EA organization? (Multiple choice: More; about the same; 0-10% less; 11-20% less, etc)
● How much do you plan to offer future hires relative to current employees in similar roles? (Multiple choice: More; Less; About the same. If someone answers “more”: Do you plan to increase salaries for existing employees? What factors into this decision?
● Would any of the following steps be helpful in closing your organization’s talent gaps? (Rate the following options on a Scale of 1 =Not at all helpful to 5 = Extremely helpful):
○ Increasing salaries
○ Investing in recruiting
○ Increased publicity of position
○ Better access to interested candidates
○ Other (please describe)
This information is relatively easy to collect and interpret, corresponds to a real-world decision organizations make (how much to pay), is grounded in observable data (market wages), and is comparable across roles, organizations, geographies, and causes. To mitigate the cost of data collection, I suggest abandoning survey questions about non-traditional labor metrics that seem to be producing noisy data and to generally be causing confusion. If we collect compensation data and respondents indicate which types of roles they’re thinking about as junior and senior (which will vary across organizations), we’ll have a rich and actionable picture how EA compensation stacks up to the competition for various types of skills.