The use of agile methodologies to manage projects in Technology is shown as a response by organizations to deal with complex and ambiguous scenarios, in which change is part of their reality. Built from the Agile Manifesto in 2001, restricted firstly to the areas of software development and later used in other organizational areas, these methodologies define roles, processes and artifacts that must be followed by teams to allow the delivery of fast results, with greater aggregate value for stakeholders. These new forms of work organization must be followed by adaptations in HR practices to allow the achievement of strategic objectives. Among these practices is the reward system, that works as a mechanism for attracting and retaining professionals and reinforce organizational values, strategies and work culture. Thus, this research aims to conduct a survey on compensation practices applied by companies in their agile technology teams, identifying whether companies employ different practices for these teams and how they are built. For the development of the research, a mixed methods approach is proposed, in which quantitative research and qualitative research are carried out sequentially. The quantitative research was carried out through an electronic questionnaire consisting of ten questions, applied to companies participating in the FIA Employee Experience 2021 survey which aims to recognize companies that invest in work environments to improve the experience of their employees. The collected data formed a non-probabilistic sample of 290 companies. The qualitative research was then carried out with three companies participating in the survey, which apply some type of differentiated compensation practice for their agile teams, collecting data through interviews with Compensation professionals from these companies. The study identified that most companies do not apply differentiation in their reward system for agile teams, showing that this is still a practice under construction. In companies that perform differentiation, it is carried out mainly in financial awards, granted through the achievement of collective goals, and in salary, since the fixed compensation of these teams presents a position in relation to the market that is superior to that of other areas. Other practices verified by the companies are related to increased flexibility and agility in decisions about compensation, managing these teams in broader salary ranges and giving more autonomy to managers in a scenario of higher competitiveness of qualified labor in Tech teams