You’re reading an excerpt of The Holloway Guide to Technical Recruiting and Hiring, a book by Osman (Ozzie) Osman and over 45 other contributors. It is the most authoritative resource on growing software engineering teams effectively, written by and for hiring managers, recruiters, interviewers, and candidates. Purchase the book to support the author and the ad-free Holloway reading experience. You get instant digital access, over 800 links and references, commentary and future updates, and a high-quality PDF download.

Explaining Equity

Earlier we explained how providing equity compensation can be a great way to incentivize and reward potential and existing employees, especially for startups. But understanding the value and purpose of equity can be really difficult and often intimidating to candidates and the managers tasked with explaining equity to them. It’s worth dedicating special attention to equity when communicating an offer.

Make sure the candidate is sold on the future of your business. If you’re an early-stage startup, it is not possible to know how much a share of the company will be worth or how long it will take for ownership to become valuable. The candidate needs to believe in the future of the company for an equity package to be enticing; hopefully, they believe the company will be more likely to succeed when they join the team. And hopefully, you have been working on this throughout the process, but if the candidate still has concerns at this stage, you, your team, or even your investors can help make sure they believe in your company.

Next, help them understand the basics of equity compensation. You can refer to the Holloway Guide to Equity Compensation as needed.

Work through what the equity you are offering could be worth in different scenarios. One technique we’ve found that works well is to have a spreadsheet that you can use with candidates to play these scenarios. How is the value of their equity determined now? How many shares are they getting, and how many shares are outstanding? What is the vesting schedule and, in the case of stock options, what is the exercise price and window? How much might all the equity be worth if the company ends up going public or getting acquired at different valuations? This can help them understand, concretely, what the equity you are offering could be worth.

Equity calculators like Front and Salary or Equity can be used to help walk a candidate through the equity portion of their offer.



Once you’ve made an offer, you should be prepared with a strategy for negotiations and an understanding of how muchβ€”if anythingβ€”you are willing to negotiate.

Should Companies Negotiate?

​danger​ You want to avoid zero-sum negotiating with a candidate, where each party feels they need to β€œwin” a negotiation. How much you pay someone or what role and title they have should closely reflect their likely value to the company rather than their willingness and ability to negotiate. These types of negotiations, especially if they vary depending on candidate behavior, create a risk of pay inequity and unfairness for everyone. Research shows that the pay gap that disadvantages women and underrepresented people is due in part to how negotiations are handled, the behaviors expected of underrepresented candidates in negotiations, and the pressures they often face throughout the hiring process.

You’re reading a preview of an online book. Buy it now for lifetime access to expert knowledge, including future updates.
If you found this post worthwhile, please share!