But First, What’s The Scoop?
The government has decided that
it wants to ensure non-discrimination in pay practices across the board—essentially for all groups protected by Title VII of the Civil Rights Act of
While the “Compensation Standards” and “Voluntary Guidelines” prescribed a way
of ensuring fair payment in some cases, they precluded the ability for the OFCCP
to investigate the extent of non-discrimination across all protected groups. The
Standards and Guidelines gave federal contractors a set of behaviors to follow,
but didn’t necessarily get at the root of the issue. Now, federal contractors
are still expected to practice non-discrimination in compensation practices,
per Executive Order 11246
. What’s different is that they are no longer
prescribing the way to accomplish that.
It may be a good thing to have more
flexibility in how you accomplish your self-evaluation of your pay practices,
and in how you set up your comp plan and strategy to be non-discriminatory.
before that, in a competitive global market, companies need to have the flexibility to
develop their own compensation strategies and structures. In many ways, the
Standards and Guidelines tied the hands of strategic, forward-thinking,
non-discriminatory compensation professionals.
developing your own clear guidelines, you may find that your compensation plan
has the ability to be much more strategic—affording you the ability to
pay-for-performance and get the best return on your compensation investment.
Build a Pay Structure
clear base-pay compensation structure is critical to ensuring and
- Create ranges for all of your positions. Assign
your positions to those ranges. Pay your employees within range. It sounds
simple, but it can be tough to comply once your pay decisions are influenced by
- Train your managers about the importance of
paying according to your pay structure both for internal equity and for legal
- Consider range width as a factor for
demonstrating compliance when you develop your structure. It’s easier to show
non-discrimination with narrower ranges where variability in pay is smaller.
- Create a clear policy around if, when, and how
employees progress through the ranges. For example, employees who are new to
the company will come in between 0 and 10% range penetration. Employees must
meet x, y, and z criteria to get an increase of up to a certain percentage. Detail
your promotion policy explicitly and follow it: employees being promoted will
be promoted to at least p% range penetration or receive a q% increase,
whichever is lower.
Track Your Pay Practices
will become critical to track your pay practices diligently—as you likely
- Be able to show a history of compensation by
employee and by job title.
- Use clear pay analytics to identify and correct
any pay inequity issues immediately. In PayScale’s Insight software, there are a
number of analytics that can automate and support this process:
- Employee pay to market report shows you how
current your employee pay is relative to your labor market.
- Employee pay to ranges report is especially
helpful in analyzing various cuts of data: EEO category, gender, Job,
Department, Division, and Location. Having a tool that will show you – at a
glance – how your employees are performing is critical to maintaining
- Disparate Pay Report shows you the difference
between the lowest and highest paid employees in each position. Again, it
provides another way of looking at the information so that you can identify the
issues immediately and course-correct.
decide to proceed, don’t be afraid to ask for help. Compliance is no laughing
matter. After all, as they say: it only takes one…
More than 2,300 organizations use PayScale's subscription software to:
- Allocate raises. PayScale Insight allows you to allocate raises based on employee performance and labor budget.
- Attract talent. Price jobs based on your local market and competition.
- Retain employees. Get pay right and show them how you did it. Your employees will be more satisfied to stay.
- Drive performance. Get their salary right so they can focus on doing a good job.
- Be confident. With know-how to talk about comp with anyone.
What are you waiting for?