Can You Afford to Pay More? Can You Afford Not To?

Over the past few months, I’ve been visiting nurseries across the UAE  delivering leadership coaching, supporting teams to enhance there learning environment or sometimes just stopping by to offer advice and encouragement. And while every nursery has its own rhythm and challenges, one topic keeps bubbling to the surface.

Salaries

More specifically — the salary jump.

From teachers asking for AED 11,000 with no classroom experience, to assistants requesting AED 5,000 often without contributing beyond basic tidying, snack prep and following the daily routine — it’s become one of the most uncomfortable but necessary leadership conversations of the moment..

Group Chat vs. Real Life

Here’s the thing. These expectations aren’t always grounded in contracts, qualifications or performance. More often, they come from WhatsApp group chats.

We’ve all heard about them:

“I know someone getting 12K at….”
“She’s got higher insurance and bonus!”
“That group gives 5K to assistants now!”

Do I believe every story? No.
Do I believe they influence how people value themselves? Absolutely.

The problem isn’t just the number, it’s the lack of context. There’s no mention of what that person brings to the team, what qualification they hold, how many years they’ve led a room or whether they genuinely add value. The number gets shared, the story gets blurred and suddenly every candidate starts their pitch at the top of the bracket — regardless of what they actually offer.

“I’ll Pay It — If They’re Worth It.”

This is what I hear from leaders again and again during my visits.

“Latoya, I have no issue paying more — but they need to bring more.”

And they’re not wrong. Higher salaries should come with higher impact. That doesn’t mean perfection, but it does mean something more than just confidence.

Here’s what leaders tell me they’re willing to pay for:

• Team players who lift the energy in the room
• People who show initiative, not just follow instructions
• Staff who truly connect with children, not just supervise them
• Professionals who show up with purpose — even when no one’s watching

And yes — qualified individuals who understand the responsibility that comes with shaping young minds.

Pay is Personal — But So is Value

Let’s be honest. Pay is emotional. It’s tied to how people feel valued, respected and recognised. But in leadership, we have to distinguish between expectation and contribution.

Value must be earned — not just assumed.

Too often, I meet candidates who are asking for the highest salary range before they’ve even shown what they can bring to the team and no professional history to back it up. No early years understanding, No experience managing a team, No evidence of passion. Just the number and sometimes a sense of entitlement.

This doesn’t just create pressure for employers — it creates tension within teams. Especially when that salary outpaces the team member who’s been there for years, doing the real work.

Loyalty Deserves More Than a Thank You

Here’s something else that’s come up a lot recently and it’s worth sitting with.

In some nurseries, new staff are being brought in on higher salaries than the long-standing employees who have been loyal, committed and consistent for years.

People who have stayed through inspections, staffing shortages, leadership changes and tough enrolment seasons. People who’ve done the work, quietly and reliably day after day.

And yet, someone brand new walks in with a higher salary simply because they asked for it.

It’s hard. I get it. Recruitment is tough. But loyalty works both ways. If we don’t show appreciation for the staff who’ve helped build our nurseries, we risk sending the wrong message that leaving and coming back might be the only way to get a raise.

We must be mindful. Salary growth will always be a slower process for existing staff than for new hires. But that’s all the more reason to communicate clearly, review regularly and celebrate loyalty not just with words — but with action.

Let’s not overlook the role that holds everything together the Nursery Manager.

Managers are often HR, marketing, recruitment, compliance and parent liaison all in one. Despite this, many are underpaid and undervalued, especially when new staff are offered similar or higher salaries without the same responsibility.

This creates frustration and eventually, burnout.

But here’s the reality, not all managers add value. When leadership is weak, it leads to staff walkouts, low morale and even occupancy loss — families notice when a nursery starts to unravel.

”Invest in the leaders who protect your culture and drive your nursery forward  because your entire team (and reputation) depends on it”.

We Also Need to Talk bout Bias

While we’re being honest, we need to name another truth.

In some settings, salary is still influenced by factors that have nothing to do with skill.

I’ve seen it and I’ve heard it — people being paid more or offered roles, not because of what they bring, but because of what they “fit.”

We have to talk about the uncomfortable reality that in some cases, the issue is. “The face doesn’t fit.”

Whether it’s about passport, skin colour, accent or nationality, these quiet decisions happen and they’re often felt, even when they’re not spoken.

As leaders, we must be bold enough to check our bias and brave enough to correct it. Because some of the most exceptional educators I’ve met — the ones who bring heart, presence and value are passed over simply because they don’t “fit the image.”

It’s not just unfair — it’s a loss to the children, the team and the sector.

So… Can You Afford to Pay More?

In some cases, yes. But only when it’s done with intention.

Underpaying strong staff can lead to staff turnover, instability and exhaustion. But overpaying based on assumption, pressure or hearsay causes just as much damage.

A good salary should reflect:

• Skill and qualification

• Consistency and reliability

• Positive impact

• Growth mindset

• And above all — passion and purpose

Let’s Raise the Standard — Not Just the Salary

Heading into a new academic year, we all need to ask better questions.

Instead of:

“What’s everyone else paying?”

Ask:

“What does this person bring to the table?”
“Who do I want leading my team and standing in front of our children every day?”
“Who’s helped build what we have and how do I honour that?”

Let’s pay fairly and when someone earns more, let it be because they’ve brought more.

Because value isn’t just what someone expects — it’s what they consistently show.

And those who show up, stay true and support your setting through the hard seasons?

They’re not just worth the salary. They’re worth the investment.