Get a rough 25th, 50th, 75th, and 90th percentile salary range by role, experience, location, and company size. The figures are fixed estimates for planning, not live market data. See how they are built.
A salary benchmark calculator shows you how a given salary compares to market rates for the same role, experience level, and location. It answers the question every hiring manager faces: are we paying competitively? Pay too low and strong candidates decline your offers or leave after 12 months. Pay too high and you burn through budget faster than necessary. Benchmarking lets you find the right positioning — whether that is the 50th percentile for an early-stage startup or the 75th percentile for a company competing for senior engineers. Use this calculator for a rough first range, then confirm it with the free BLS data and job postings described below before you set a pay band or make an offer.
The calculator does not pull live salary data. Each role has one fixed base figure written into the tool: a rough US salary for a mid-level hire. The tool multiplies that figure by three adjustments to get an estimated median, then sets the other percentiles as fixed shares of that median. The figures are not updated automatically. Use the result as a first rough range, then confirm it with BLS data or local job postings, as shown below.
Estimated median = base figure for the role × experience × location × company size
25th percentile = 82% of the median · 75th = 120% · 90th = 142%
| Experience | Adjustment |
|---|---|
| Entry Level (0-2 years) | × 0.72 |
| Mid Level (3-5 years) | × 1.00 |
| Senior (6-9 years) | × 1.28 |
| Lead / Staff (10+ years) | × 1.52 |
| Company size | Adjustment |
|---|---|
| Startup (1-50) | × 0.88 |
| Small (51-200) | × 0.95 |
| Mid-Market (201-1000) | × 1.00 |
| Enterprise (1000+) | × 1.10 |
| Location | Adjustment |
|---|---|
| San Francisco / Bay Area | × 1.35 |
| New York City | × 1.28 |
| Seattle | × 1.22 |
| Boston | × 1.18 |
| Los Angeles | × 1.15 |
| Austin | × 1.05 |
| Denver | × 1.02 |
| Chicago | × 1.00 |
| Atlanta | × 0.95 |
| Other US City | × 0.92 |
| Remote (US) | × 1.00 |
| London, UK | × 0.95 |
| Europe (Other) | × 0.82 |
| India | × 0.35 |
| Latin America | × 0.45 |
| Other / Global | × 0.65 |
Chicago is the reference point (× 1.00). Real pay can differ a lot from these estimates, in both directions, for a given role and city.
A percentile tells you how many people earn less than a given amount. These are the real BLS national figures for accountants and auditors (May 2025), yearly wages:
| Percentile | Yearly wage | What it means |
|---|---|---|
| 10th percentile | $56,020 | 1 in 10 earn less than this |
| 25th percentile | $67,020 | 1 in 4 earn less |
| 50th percentile (median) | $83,680 | Half earn less, half earn more |
| 75th percentile | $109,810 | 3 in 4 earn less |
| 90th percentile | $144,090 | 9 in 10 earn less |
Source: BLS OEWS profile for accountants and auditors, May 2025.
Your market reference point is the salary you aim to pay someone who does the job fully. Most companies start at the market median, then move up or down on purpose. With the accountant figures above:
| Position | Example point | When it fits a small business |
|---|---|---|
| Lead | 75th percentile, $109,810 | The role is hard to fill, it is key to revenue, or you need someone fast. |
| Match | Median, $83,680 | Most roles. You compete on the job itself, not only on pay. |
| Lag | 25th percentile, $67,020 | Entry-level roles, or when you offer things candidates value instead, such as remote work, flexible hours, or training. Say so in the offer. |
Lagging on every role makes hiring slow and people leave sooner. If you lag, do it on purpose and for a reason you can explain to the candidate.
Compensation benchmarking is not just about staying competitive in offers — it has a direct impact on hiring speed, retention, and pay equity:
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They are fixed estimates written into the tool, not live market data. Each role has one base figure for a mid-level US hire. The tool multiplies it by set adjustments for experience, location, and company size to estimate the median, then sets the 25th, 75th, and 90th percentiles as fixed shares of that median. Use the result as a rough first range and confirm it with BLS wage data and local job postings.
The market reference point is the salary you aim to pay someone who does the job fully. Most companies set it at the market median for the role, then move it up (lead) or down (lag) on purpose. Compa-ratio compares a salary with it: salary ÷ market reference point. A ratio of 1.00 means the salary is exactly at the target.
Salary benchmarking is the process of comparing compensation for a specific role against market data — typically organized by role, experience level, location, and industry. It tells you whether your pay is below, at, or above market, so you can make informed decisions about offer amounts, salary bands, and pay equity.
It depends on your talent strategy. Companies competing for top talent often target the 75th percentile or higher. Budget-conscious companies may target the 50th percentile (median). Going below the 25th percentile makes it difficult to attract qualified candidates and increases turnover risk. Most growing startups target the 50th–75th percentile range.
Salary benchmarks shift meaningfully over time — particularly in high-demand fields like software engineering, data science, and product management. In stable periods, annual reviews are sufficient. During periods of high demand or inflation, benchmarks should be reviewed every six months to stay competitive.
Location is one of the biggest drivers of salary variance. A software engineer in San Francisco can earn much more than the same role in a smaller US city, so check BLS figures for the metro area where the person will work. Remote-first companies often apply geographic pay bands based on cost of living or cost of labor in the employee's location.
Benchmarks give you a defensible anchor point. When a candidate asks for more than your offer, you can reference market data to explain your positioning. If you are at the 50th percentile and the candidate expects the 75th, you can have an honest conversation about total compensation, equity, or growth trajectory as offsetting factors.
If base salary is constrained, consider other elements of total compensation: equity, flexible working arrangements, learning and development budget, additional PTO, or accelerated review cycles. Candidates weigh total value, not just base salary. Being transparent about compensation philosophy also builds trust during the offer process.
Base salary is the fixed cash component. Total compensation includes base salary plus variable pay (bonuses, commissions), equity (stock options or RSUs), benefits (health, dental, vision, retirement), and other perks. When comparing offers or benchmarking, always compare total compensation — not just base — for an accurate picture.