There are many decision points in an employee’s time working for an employer.

The point in time when they are hired is obviously the first. And, of course, getting an employee’s starting base pay right is essential to solving the pay equity gap.

Then their pay, performance, and potential will be reviewed annually. That means that employers have three times a year they can move toward equity.

· Number of employees x 3 = Number of opportunities to move toward equity

And then there are the times when an employee is promoted. As HR partners with the employee’s manager, they should be reviewing not only the pay of the employee being promoted but also the pay of others doing the same or similar work.

And less obvious, and one I added to this list, is at separation.

· Often when layoffs are being determined, pay is one factor on the list of considerations. When pay is reviewed for a group of employees, it is a great time to determine if pay inequities can be fixed for those employees not being laid off.

· And when the separation is the employee’s decision (they resigned), reviewing the pay of those doing the same or substantially similar work can be a part of the process.

We need to stop making excuses about why pay inequities exist. With some intentional changes to talent decision making processes, you can make significant progress toward pay equity.

And then pay transparency becomes even easier.

(Source: Katica Roy, Pipeline Equity)

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