Salesforce salary: Salesforce Salaries | Levels.fyi

Опубликовано: December 7, 2022 в 8:18 am

Автор: alexxlab

Категории: Miscellaneous

Salesforce Salaries | Levels.fyi

Compensation at Salesforce

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Software Engineer

Associate MTS $176K

MTS $188K

Senior MTS $230K

Lead MTS $289K

Principal MTS $384K

Architect $474K

Product Manager

Product Manager $201K

Senior Product Manager $248K

Director $351K

Senior Director $439K

VP $621K

Software Engineering Manager

Manager $244K

Senior Manager $311K

Director $399K

Senior Director $467K

VP $949K

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Sales

L3 $107K

L4 $158K

L5 $177K

L6 $210K

L7 $258K

L8 $297K

L9 $365K

Technical Program Manager

L5 $150K

L6 $199K

L7 $180K

L8 $242K

L9 $319K

Business Analyst

L3 $93K

L4 $92K

L5 $157K

L6 $136K

Marketing

L5 $152K

L7 $215K

L8 $249K

Solution Architect

Median $201K

Product Designer

Senior Designer $175K

Lead Designer $299K

Recruiter

L4 $121K

L5 $112K

Security Analyst

Median $216K

Customer Service

Median $140K

Accountant

Median $124K

Data Scientist

Median $257K

Human Resources

Median $207K

Information Technologist

Median $196K

Management Consultant

Median $256K

Marketing Operations

Median $146K

Program Manager

Median $195K

Project Manager

Median $216K

Security

Median $187K

Technical Writer

Median $100K

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Vesting Schedule

25%

YR 1

25%

YR 2

25%

YR 3

25%

YR 4

Stock Type

RSU

At Salesforce, Main RSUs are subject to a 4-year vesting schedule:

25% vests in the 1st-year (25.00% annually)
25% vests in the 2nd-year (6.25% quarterly)
25% vests in the 3rd-year (6.25% quarterly)
25% vests in the 4th-year (6.25% quarterly)

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2022 Salesforce Developer Salary in Chicago (Updated Daily)

Salesforce Developer Salary ranges

Average Salesforce Developer Salary by Company Size

People with the job title Salesforce Developer make the most at companies with 1,000+ employees, earning $129,333 on average.

Salesforce Developer Salary by gender

The average Salesforce Developer salary for women is $75,000 and the average Salesforce Developer salary for men is $120,583.

Salesforce Developer Salary by Years of Experience

The average salary for a Salesforce Developer with 7+ years of experience is $196,700.

Average Dev + Engineer salaries in Chicago

Job Title	Average Salary	Salary Range
QA Analyst	$83,524	Min: $55K Max: $130K
Junior Software Engineer	$88,276	Min: $63K Max: $130K
Android Developer	$92,205	Min: $60K Max: $152K
Software Test Engineer	$95,950	Min: $75K Max: $140K
QA Engineer	$98,007	Min: $65K Max: $135K
Front End Developer	$103,837	Min: $65K Max: $165K
Automation Engineer	$107,457	Min: $80K Max: $167K
Software Engineer	$108,611	Min: $60K Max: $215K
Site Reliability Engineer	$112,800	Min: $85K Max: $150K
Game Developer	$114,600	Min: $85K Max: $136K
Data Engineer	$115,524	Min: $65K Max: $182K
iOS Developer	$115,699	Min: $75K Max: $170K
Sales Engineer	$115,912	Min: $84K Max: $220K
Salesforce Developer	$120,650	Min: $75K Max: $197K
Security Engineer	$122,360	Min: $80K Max: $205K
QA Manager	$122,917	Min: $90K Max: $165K
Systems Engineer	$127,289	Min: $65K Max: $190K
DevOps Engineer	$128,531	Min: $65K Max: $190K
Hardware Engineer	$129,633	Min: $85K Max: $175K
Database Administrator	$135,583	Min: $80K Max: $200K
Senior Software Engineer	$136,118	Min: $81K Max: $220K
Lead Software Engineer	$144,960	Min: $95K Max: $200K
Data Architect	$153,653	Min: $68K Max: $215K
Engineering Manager	$160,707	Min: $77K Max: $240K
Machine Learning Engineer	$161,022	Min: $125K Max: $220K
Data Engineering Manager	$168,406	Min: $110K Max: $221K
Principal Software Engineer	$168,704	Min: $122K Max: $330K
CTO (Chief Technology Officer)	$187,258	Min: $116K Max: $324K
Director of Software Engineering	$187,450	Min: $133K Max: $275K
Vice President of Engineering	$191,370	Min: $145K Max: $290K

Skills that affect Salesforce Developer salaries in Chicago

Salesforce

0% have this skill

Javascript

0% have this skill

Customer Relationship Management

0% have this skill

Enterprise Sales

0% have this skill

Sales Management

0% have this skill

Sales Planning

0% have this skill

Recent Salesforce Developer salaries in Chicago

$90,000

Yearly Salary

A Consultant reported a yearly salary of $90,000 with +$2,000 in additional cash compensation

3-5 Years of Experience

Male

1,000+ Employees

Chicago

$110,000

Yearly Salary

A Salesforce Developer reported a yearly salary of $110,000

3-5 Years of Experience

Prefer not to say

501-1,000 Employees

Chicago

$125,000

Yearly Salary

A Salesforce Software Developer reported a yearly salary of $125,000

3-5 Years of Experience

Male

11-50 Employees

Chicago

$137,500

Yearly Salary

A Salesforce Software Engineer reported a yearly salary of $137,500 with +$13,750 in additional cash compensation

1-3 Years of Experience

Male

501-1,000 Employees

Chicago

$135,000

Yearly Salary

A Salesforce Software Engineer reported a yearly salary of $135,000 with +$13,500 in additional cash compensation

1-3 Years of Experience

Male

501-1,000 Employees

Chicago

$196,700

Yearly Salary

A Senior Manager (CX or tech) reported a yearly salary of $196,700 with +$29,505 in additional cash compensation

7+ Years of Experience

Prefer not to say

1,000+ Employees

Chicago

$101,300

Yearly Salary

A Senior Consultant (tech) reported a yearly salary of $101,300 with +$7,091 in additional cash compensation

3-5 Years of Experience

Prefer not to say

1,000+ Employees

Chicago

$125,000

Yearly Salary

A Salesforce Developer reported a yearly salary of $125,000 with +$10,000 in additional cash compensation

1-3 Years of Experience

Male

201-500 Employees

Chicago

$111,000

Yearly Salary

A Senior Salesforce Administrator reported a yearly salary of $111,000 with +$11,000 in additional cash compensation

5-7 Years of Experience

Male

501-1,000 Employees

Chicago

$75,000

Yearly Salary

A Salesforce. com Developer reported a yearly salary of $75,000 with +$4,000 in additional cash compensation

1-3 Years of Experience

Female

501-1,000 Employees

Chicago

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Salaries//Dev + Engineer//Salesforce Developer

5 major mistakes when calculating salaries for employees – Finance on vc.ru

How much to pay employees so as not to go broke? All entrepreneurs are well aware that the payroll should not be too large – otherwise there will be no money left for business development.

55
views

Alexander Vysotsky Business Booster

But if it is small, then there are no funds to hire new and retain old employees: if the pay is low, then they will go to competitors. In this article, I’ll talk about five payroll mistakes to avoid. Then you can develop the company and retain great people – and at the same time not spend all the money on wages.

Error #1

Payroll – more than 50% of margin

If your company’s payroll is more than 50% of margin, you are headed for disaster. In such a company, there will be no funds for marketing, development of the technical base, staff training, employee care and expansion. She will spend all the money she receives on salaries.

Payroll, including all bonuses and bonuses, should ideally be around 30% of margin. Now in my company it is 40%, and we are constantly working on optimizing this area.

Error #2

The skew in the wage system

There are companies in which specialists and ordinary employees receive much more than managers. I’ve often heard the idea that a high-performing salesperson can earn a lot more than a director. This is a mistake – no one can get more than a director.

Each employee has his own area of responsibility. And the director is responsible for the entire company as a whole, the results of the entire team. If ordinary employees receive more than their bosses, what is the motivation in such a company to go to a leadership position? There will be no intelligent managers at all.

The difference in the salaries of people who are at different levels depends on the size of the company. If it has up to 15 employees, then the salary of the employee and the manager should differ by 30%. If up to 100 employees – 50%. In a large company, salaries can differ by 2 or 3 times.

Error #3

Salary does not depend on the result

This state of affairs develops a point of view among employees: it doesn’t matter if you work or not, they pay the same. This demotivates the most productive: they get the same as lazy colleagues.

Entrepreneurs make this mistake because they don’t understand how to measure results in most areas. It is clear how to measure the results of a salesperson or manufacturer. But what about the accountant, HR and secretary – it seems that they do not affect the result of the company.

This is wrong: no matter what area an employee is responsible for, there is a result for which he must work. Do not expect breakthroughs from an employee if he receives a salary that has nothing to do with the amount of product produced.

How the system is built in my company

Our company has the following system: 50% of the salary is a stable salary. People like it: it creates a feeling of confidence, which is all the more important in times of crisis. 40% is the bonus part, which is directly related to personal results. 10% is the bonus part, which is related to the results of the entire team. This creates an understanding that each employee affects the overall result.

It is necessary to accept the point of view that it is possible to measure the results of each employee. For example, an HR specialist: he needs the company to be filled with cool and productive employees. Its result is a completed plan for hiring. If he does not just fill in the cells in the functional organizational structure, but attracts great specialists to the team, then he receives his bonuses.

How to calculate the result

Here are some of the metrics we use to measure HR performance. In most cases, this is the sum of the points on the checklist, which are calculated weekly. For example, the manager of the hiring section (the third metric), it takes into account the number of interviews conducted, specialists brought out on test days, and so on. Induction points are the work with interns that we brought to the probationary period. The head of the HR service has the main metric – the number of employees who have their metrics growing this week. Because the task of the service is to attract cool and productive specialists to the company, and based on this, we set such a result.

The result of a manager is always the result of his area of responsibility, of all his subordinates. The head of the sales department has the total amount of sales of all the sellers he manages. For example, in this screenshot, the first chart is for the boss. It takes into account all the consultations that were appointed in total by his subordinates and they took place.

The main rule: to pay according to the result, you need to formulate this result.

Error No. 4

Executive bonuses are not linked to the company’s strategy

Strategy always forces us to change the way we do business. And only in this case it is a strategy. Its implementation is the task of the top top managers of the company. But if their bonuses depend only on the company’s current profits and operational objectives, they will not focus on strategy.

When you change something, it negatively affects the current tactical results anyway. You need to sacrifice something: for example, not to “squeeze” the sales department, but to spend money on their training. Since bringing them to another level of competence is a task from the strategic plan. But after completing it, we will lose in current income..

Correctly link the bonuses of the top management of the company to the fulfillment of the strategic plans released by the owner. At Visotsky Consulting, the bonus for senior executives corresponds in amount to their salary for the year.

Error No. 5

Penalize employees

Often in companies, employees are fined for mistakes or failure to comply with the plan, violation of regulations. When a manager fines, employees perceive it as if he took money that already belongs to them. They counted on this money and have already planned what they will do with it.

When something is taken away, any person has a desire to defend himself, to defend. At the same time blaming the company and management. Those pennies that the company receives in the form of fines do not cover the moral costs and the fall in employee engagement. You have to pay for this in staff turnover, hiring new employees and sentimental conversations.

We don’t have any fines in our company. If an employee shows a low result, then he does not receive a bonus or does not receive it in full. The only situation where fines are possible is when an employee deliberately violates company regulations and causes harm.