a pay equity – Перевод на русский – примеры английский | Reverso Context

Compa ratio

Compa ratios show an employee’s salary relative to the midpoint of the salary range for their position. This can help you better compare team members’ compensation when they live in different geographic areas, or hold different types of roles.

Never ask about a candidate’s salary history

Women earn 82 cents for every dollar men earn. Black men earn 87 cents for every dollar White men earn. People with disabilities earn 66 cents for every dollar those with no disabilities earn. Knowing a candidate’s salary history can influence your compensation decisions and perpetuate these long-standing wage gaps.

That’s why salary history bans are being enacted in a growing number of jurisdictions across the United States—and it’s working. Following salary history bans, women saw an eight percent increase in pay, and Black employees saw a 13 percent increase. This is a great first step toward pay equity.

Build salary ranges

Take a more proactive approach to setting compensation targets by building salary ranges and job grades. This can guide you toward more equitable, strategic compensation decisions during recruitment, review cycles, and promotions. 

Some states even require employers to share salary ranges with candidates during the recruitment process. California and Maryland require employers to furnish salary bands upon the request of an applicant, while Colorado and Pennsylvania require employers to disclose salary ranges in job postings.

Address the opportunity gap

People from marginalized groups are underrepresented in every level of company management. For example:

While representation of people of color and all women drop at each level of management, White men see increased representation at each job level. They hold 35 percent of entry level roles, 44 percent of manager roles, and 66 percent of C-suite roles.

Lack of representation in management roles impacts salaries and lifetime earning potential for women and people of color. Track representation and internal mobility to ensure people from marginalized groups are being hired and promoted into leadership positions.

Limit salary negotiations

Data shows that salary negotiations don’t benefit all groups equally:

Rather than allowing salary negotiations to create or widen pay gaps, rely on salary bands to make fair, competitive compensation decisions. When you present an offer or a raise, explain why you’ve assigned that particular salary, and what the team member can do to earn more in the future.

If you find that negotiations are truly necessary to close candidates and retain team members, that’s a sign you need to revisit your salary bands. Then, adjust compensation for all eligible team members.

Adjust pay equity during your compensation cycles

A typical organization makes pay equity adjustments for between one percent and five percent of their employees, and the average increase is 5 percent. The most common approach is to make those adjustments during compensation cycles.

Doing this in tandem with merit-based adjustments and cost-of-living increases allows you to prioritize spending your budget where it’s needed. If you use a platform like Compaas, you can even see the effects your raise cycle will have on pay equity—before changes hit payroll.

A pay equity – перевод на русский – примеры английский | reverso context

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Результатов: 20. Точных совпадений: 20. Затраченное время: 168 мс


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Pay gaps that occur within organisations

The WGEA encourages organisations to analyse their own pay data in different ways to uncover different pay equity issues and take action at all levels of the organisation. The Agency has developed a variety of resources to help employers undertake a pay gap analysis and address gender pay gaps in their organisations.

Like-for-like gapsPay gaps between women and men undertaking work of equal or comparable value (comparing jobs at the same performance standard), for example, comparing two senior engineers in the same organisation.
By-level gapsPay gaps between women and men doing the same or comparable work (comparing responsibilities, typically the same level in the organisational hierarchy), for example, comparing individuals within groupings of levels such as Key Management Personnel, managers, professionals.
Organisation-wide (or department-wide)Gender pay gap which is the difference between the average remuneration of women and the average remuneration of men across the whole organisation (or department).

What’s the difference between pay equity and equitable pay?

Pay equity

Pay equity is what most people probably think of when they consider the term fair pay. It has legal backing by way of the Fair Pay Act and the Equal Pay Act and means that employees are paid equally for equal work done, without regard for race or gender. Pay equity is a real issue for millions of employees. While PayScale’s gender report found that the commonly cited statistic that women make 78 cents on the dollar is not true, there are definitely industries where women make much less than men for the same work.

Pay equity doesn’t mean that two employees doing the same type of work must be paid the same. Businesses can pay different wages for the same type of work if the quality or quantity is different or if there’s a merit system in place. The types of differences this allows for include things like experience, education and individual performance.

Equitable pay

Simply put, if pay equity is the legal backbone of fair pay, then equitable pay brings ethics to the issue. If you know you’re not discriminating based on race or sex, then go a step further and evaluate whether or not employees’ sexual orientation, friendship or relationship with their supervisor, or even personality, play into their pay. Is there favoritism going on or is a team member being unfairly overlooked because of something as simple as not dressing the part? Everyday in offices across the country, workers aren’t receiving equitable pay because of issues like this. The term equitable pay can also be used to discuss whether or not a company is paying its workforce as a whole fairly.

Setting the stage

Compensation practices have numerous components to them, including established salary ranges, performance evaluations, experience, education, average salaries and so much more. While it can be tricky to balance all those things and come up with a number that makes both your employee and company happy, one thing is for sure: you’ve got to set the stage correctly first. What good is a merit-based pay system if initial salary and cost-of-living increases aren’t determined fairly? Pay equity and equitable pay are the foundation for the rest of your compensation system and without them, all the other efforts are pointless.

Simplifying the process

Even in the best of circumstances, compensation can be confusing. We want to know what you or your company has done to help simplify the process and ensure both pay equity and equitable pay. Let us know in the comments below!

Другие результаты

The outcomes of the application of these pay equity programs for public employees, that is, the percentage of employees who have benefited retroactively from salary adjustments, are not yet known.

Collective bargaining should be used as a key instrument to promote gender equality outcomes such as pay equity, equal opportunity for professional advancement, maternity protection and the equal sharing of family responsibilities, as enshrined in the ILO conventions cited above.

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