Salary and bonus decisions are never just about numbers; they’re about trust, fairness, and the kind of workplace we’re trying to build

Gvira Milworm, CEO of Temech, draws on her experience of more than 30 years in the workforce to share her insights and the valuable lessons she’s learned about managing teams and companies, to help you be an effective leader and create the ideal workplace.

When I was a young programmer, I happened to catch a glimpse of an invoice my company had sent a client whose project I was working on. It listed the hours worked and the rate they were being charged.

It was nearly eight times what I was earning.

I felt stunned, betrayed, and indignant.

What I didn’t understand was that I was looking at just one slice of the picture. I hadn’t accounted for the true cost of employment — things like vacation and sick days, pension contributions, and taxes, which add at least 30 percent to the cost of any paycheck.

I hadn’t factored in overhead like office space, equipment, electricity, or the time more senior staff had to spend reviewing my work and mentoring me, then a newbie. Most importantly, I hadn’t realized that if my boss wasn’t turning a profit, the company — and my job — wouldn’t be around for long.

It took me years to understand that a high markup isn’t exploitation. It’s sustainability. And that insight is where every conversation about money should begin. Salary and bonus decisions are never just about numbers — they’re about trust, fairness, and the kind of workplace we’re trying to build. That’s the foundation. From there, every thoughtful compensation strategy is built on three pillars: salary, bonuses, and perks.