Rethinking compensation: letting people choose what matters most

At Osedea, we often talk about meeting people where they are. One of the clearest examples is how we approach the time/money spectrum. Research shows that people’s preferences shift depending on their life stage, family responsibilities, and financial goals. Some value time over money. Others value money over time. Many sit somewhere in the middle. When we gathered feedback from our team, we heard the same thing: different people value different things, and these preferences evolve.

Over the last few years, we’ve built simple ways to give people more control. Teammates can take up to 15 unpaid days per year without affecting their benefits or vacation balance. On the flip side, for those who prefer income over extra time off, any vacation weeks beyond the third can be paid out. These options take very little effort to implement, yet they make a real difference in how people feel ownership over their work and well-being.

This year, we tested a new idea at the offer stage. When we extend an offer, candidates receive three versions to choose from: one with higher salary and less vacation, one with more vacation and slightly lower salary, and one in the middle. It has been very well received. While most people still select the middle option, simply having a choice increases their sense of agency and alignment with what matters to them.

The insight is simple. A person who values their time will see real value in an extra week of vacation. Someone repaying loans or supporting their family may prefer additional salary to reach their financial goals faster. By offering small but meaningful flexibility, we meet people at different moments in their lives and create a workplace that adapts to them, not the other way around.

If you want to explore this practice with your own team, start small. Offer one or two options and test them with a few volunteers or with new hires. Listen to their feedback. Adjust. When it works, scale it. We are now rolling this out to the whole team so that everyone gets to choose the package that best suits their needs today.

Flexibility does not need to be complex. Often, it just takes clarity, trust, and a willingness to let people decide what matters most to them.