Merit Analytics Group

As global transparency pressures mount and new pay gap disclosure requirements emerge, it's crucial that companies rapidly advance their pay equity approach. Come and join us at our next LinkedIn Live event, co-hosted with Merit Analytics Group, where we will explore the critical roles that job architecture and regular analytic review play in ensuring sustainable pay equity. You will hear from: - Bola Ogun (LSEG (London Stock Exchange Group) - Louise Skinner (Morgan, Lewis & Bockius LLP) - Chelsea Grace Penaloza (Nua Group LLC) - Martin Woodrow (LION) SPHR (Rakuten) - Brian Levine (Merit Analytics Group) Reserve your spot and we will see you on October 30th at 9 am Pacific Time/noon Eastern Time.

Appreciative of the opportunity to contribute to this helpful review of common mistakes in conducting pay equity analysis, by WorldatWork: https://lnkd.in/eEYkeRvB. One mistake, noted by my friend and former colleague Gail Greenfield, is too narrow a focus on base pay. As I have found in my work and represented here, “looking holistically across different rewards can ensure that adjustments, element by element, are properly aligned.” A still broader focus on opportunity equity is critically important as well. See the comments for a link to a prior article I wrote further detailing common mistakes. Please comment and share insights from your own experience on such mistakes.

Pay compression—hiring new employees at higher pay rates than incumbents—is a common issue faced by organizations. It is exacerbated when labor markets are tight, as they are today. Compression devalues the contributions of incumbents and creates retention risk, as tenured employees perceive inequities. The dynamic is particularly concerning for those that rely on firm-specific human capital—deep knowledge of company products, processes and people—for their comparative advantage. Compression also drives gender inequities, as women may bargain less aggressively than men. The convergence of new regulations forcing pay transparency and an increased focus on proactive #PayEquity should serve to diminish the extent of compression. I had the opportunity to recently elaborate on this issue in the new HRSpecialist: https://lnkd.in/g4QQQeNZ Thank you Business Management Daily for the opportunity.

Following a study by Glassdoor documenting a pay gap for LGBTQ+ employees, WorldatWork summarizes some of the issues, perhaps the most fundamental being the lacking data that organizations have to even measure differences. As Ruth Thomas points out, "people’s lack of willingness to disclose correlates directly with how comfortable they feel about sharing that information in the work environment," so those organizations with the most trouble collecting the data might well be those with the largest gaps. It is worth the effort. This PRIDE month, perhaps we need to re-prioritize data collection and make the appropriate commitment to those disclosing - that inequities will be assessed and closed and that data will be used only as necessary for that purpose. Thank you WorldatWork for the opportunity to contribute to this piece. ? What steps do you think need to be taken to most effectively gather this data? https://lnkd.in/e4rVs_u7

? "When should we run our #PayEquity analysis?" For many, enterprise-wide pay equity review is an annual activity, identifying and addressing any issues that might have arisen over the prior year. Conventional wisdom has been to conduct that review at year-end, concurrent with the #MeritCycle. But there are arguments to do it later in the year – for example, when time can be taken to adequately review potential pay adjustments and communicate about the?process. Our just published article considers the various arguments:??https://lnkd.in/gQ9hC53g Thank you HR Daily Advisor for the opportunity to share this perspective.

In 17 years of executive and leadership coaching as well as career coaching with thousands of professionals across 6 continents, I've seen many emerging trends and patterns that point to key challenges that leaders and managers must face head on, as well as new steps they need to take to address these challenges successfully. And I've seen firsthand what it takes to encourage stronger engagement, success, contribution and impact from their workforces and teams. But those leadership efforts also require the leaders and managers themselves to do the important internal and external work to grow. Sadly, that's not happening to the degree it needs to, based on what I'm seeing. If you lead or manage in any capacity, I hope you'll check out my latest Forbes article below on "How Leaders Can Help Employees Boost Their Confidence and Impact." From my view, these are not just "nice to take" actions - these are imperatives if you want to build a workforce that is fully engaged, healthy, connected, excited to support your visions, and fully contributive. I'd love your thoughts below and thanks for sharing this widely if it speaks to you. https://lnkd.in/ea4gM6hX And thanks to these top experts for their powerful insights/articles/interviews linked to in this piece, including Brian Levine, Jean Back, Laura Newinski, and Vanessa Fuhrmans and Lindsay Ellis (of The Wall Street Journal). #leadership #leadershipdevelopment #managerialgrowth #closeyourpowergaps #findingbrave #mostpowerfulyou #leadbetter #communication #workculture #workforce

It’s true — following the Supreme Court’s ruling against affirmative action, organizations may be less likely to have #DEI goals embedded in their executive compensation plans. I’m still optimistic we will see continuing progress. As I shared with WorldatWork, “the focus on DEI will continue to be strong and progress will continue to be made… not because all believe DEI represents a competitive advantage, although many do, but because investors are increasingly demanding data on equity achievement… and the brand risk associated with not disclosing [at all], or not disclosing favorable numbers, is a driver of executive focus.” The Supreme Court decision has underscored the importance of #payequity and #careerequity as the means to achieve diversity goals. Equity is required under long established law, and a proactive focus on equity will help ensure companies can attract and retain diverse talent. Our work has proven this to be the case. For more on this issue, see the complete article: https://lnkd.in/e3eJcvAB