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There will “always” be an upward pay adjustment when setting up pay ranges for the first time, Knopp said.

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In addition to building pay ranges and training leaders on how to talk with employees about progressing through a range, Sullivan said, part of the work is defining a philosophy around pay.“So if they see a number or set of numbers on the website, they’re not, like, ‘Hey, what the hell?’” Much of that work is internal change management and communication around pay transparency, she said. Heather Sullivan, who took over as Astranis Space Technologies’ first permanent chief people officer in July, is only now setting up pay ranges at the company, which has around 270 employees. Companies typically establish pay bands when they hit 40 or 50 employees - around the time they start hiring middle managers, Knopp said.Ī big part of standardizing pay: employee communication.

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“A lot of companies, shockingly, don’t always know if these laws apply to them,” said Kaitlyn Knopp, founder and CEO of compensation software maker Pequity.

“I bet, like, 95% of 20-person startups don’t even have a notion of compensation bands at this point,” Schulman said.

Matt Schulman, founder and CEO of compensation technology startup Pave, estimates that only one in four startups will be ready to be transparent about pay ranges by January - and that the vast majority of early-stage startups haven’t established pay ranges.

But few early-stage startups crossing that 15-head threshold have an HR function, and many haven’t defined their pay ranges. 1, applies to companies that employ 15 or more workers.

California’s law, which goes into effect Jan.

He lives in San Francisco with his wife Diane and his puppy, Luna. David is a Senior Fellow at the Foreign Policy Research Institute, a Research Associate at the University of Pennsylvania's Center for the Study of Contemporary China, a Member of the National Committee on U.S.-China Relations, and a Truman National Security fellow. In 2019, David joined Protocol's parent company and in 2020, launched POLITICO's widely-read China Watcher. Thereafter, he was Entrepreneur in Residence at the Lenfest Institute for Journalism, which owns the Philadelphia Inquirer. David then served as Senior Editor for China at Foreign Policy magazine, where he launched the first Chinese-language articles in the publication's history. After four years working on international deals for top law firms in New York and Hong Kong, David co-founded Tea Leaf Nation, a website that tracked Chinese social media, later selling it to the Washington Post Company. He also hosts POLITICO's China Watcher newsletter. David is a widely cited China expert with twenty years' experience who has served as a Peace Corps Volunteer in China, founded and sold a media company, and worked in senior positions within multiple newsrooms.

IPOs due to regulatory pressure include fitness tech company Keep, medical data company LinkDoc Technology and podcasting platform Ximalaya FM.ĭavid Wertime is Protocol China's former executive director.

Following DiDi's market debut, the Cyberspace Administration of China began an investigation into its data security and ordered it to halt new user registrations in China.Īccording to reporting by the Financial Times, other Chinese tech companies who have delayed, reconsidered or canceled U.S. The firm, worth at least $180 billion per a recent funding round, was mulling an offering in the United States or Hong Kong but paused after Chinese officials asked the company to look into data security risks, the Journal reports.īyteDance's path offers a marked contrast with ride-hailing giant DiDi, which reportedly went ahead with an IPO on the New York Stock Exchange in early July after being urged by the country's Cyberspace Administration not to proceed. According to reporting from The Wall Street Journal, Chinese tech giant ByteDance decided to delay its much-anticipated IPO earlier this year at the urging of regulators in Beijing.