What I do

• A review of any content that has been put together to date on compensation, including info performance management, career development and promotions.
• Run a 1hr session to deep dive into the content and discuss the next steps for the build.
• Define who will be involved in the project and the part they will play. We want to make sure the salary benchmarking exercise and the building of the compensation philosophy is inclusive.

• If you’ve not signed up to any data sources, then we’ll walk through the options based on your roles and locations to find a source best for you. It’s worth noting that I’m data agnostic when it comes to salary benchmarking providers and I’m not financially motivated to promote a particular source.
• It’s not all about salary benchmarking providers. We’ll also look at other ways to crowdsource data to build a data set that’s right for you.

In any salary benchmarking exercise you need to map employees to the right benchmarks in an objective manner. We’ll use a ‘common language’ of levels and job families to do this.

• Once we defined your job architecture, we’ll need to level all of the roles and employees in your organisation.
• We’ll use a levelling framework to do this. I’ve collated the most common levelling frameworks here.

Define your compensation philosophy

This is all about communicating the how and why your company pays the way it does, based on your company’s culture, values, and financials.

We’ll dive into:

• How location affects pay.
• Define your pay strategy for different job families. Identify your critical and non-critical roles, and determine how competitively you will pay for each.
• Defining when pay reviews will happen and what the process will look like.
• Set different pay strategies based on employment type e.g. Full time employees vs Contractors.
• Defining how transparent you wish to be based on a spectrum (it’s not all about posting everyone's salaries online).
• How base pay compliments all of the other elements that make up your total reward offering (equity, benefits & perks, bonuses, intrinsic motivators etc).

Salary band creation

We'll collaboratively create salary bands for each job family and role, focusing on:

1. Determining the competitive market rate
2. Establishing the necessary width to show room for growth
3. Deciding on band overlap between levels or the need for a stepped structure.

You’ll end up with something that looks like this for all you job families and locations.

The compensation calculator will allow you to carry out pay equity analysis and:

1. Uncover where pay inequities exist by level, dept., gender and race and therefore identify potential attrition risk before it’s too late.

2. Discover what it will cost to bring employees who are underpaid to your desired market percentile and create department budgets where required.
3. Enter your performance-based metrics to determine salary increases, taking into account an individual's position within the salary band.
4. Accurately forecast the costs of future hires across all your locations.

Educate: Manager training

We’ll make sure all your people managers are confident when it comes to talking about pay. We’ll dive into answering the following questions + more:

• “I don’t feel I’m being paid fairly and I would like a pay rise”
• “Why was Alice levelled as IC2 and I am IC1? We are doing the same work”
• “Hooli have approached me and offered me £5,000 more than what I’m earning here”
• “I have a candidate wanting a salary that exceeds what we’re paying our current team. Can we go outside of our current salary bands?”

Launch

I’ll work with you to define how to launch the comp philosophy and everything that goes with it, especially the tricky conversations that go hand in hand with introducing levels for the first time.

While progression and performance are intrinsically related to compensation, the scope of work will not involve re-designing or building these processes from scratch.

We’ll discuss how pay is linked to them and make sure any work we do can be easily integrated with them in the future.

We’ll look at the numbers that come out of any external data source, however the calculator won't benchmark against against variable compensation.

Custom work can be quoted on this topic once the project has been kicked off.

I’ve learnt that every organisation approaches equity differently, which makes it incredibly difficult to build a one size fits all model for benchmark purposes. The data from the benchmarking providers can also be rather inconsistent.

If you wish to dive into equity then please let me know and I’ll introduce you to the https://www.equitypeople.co/ who I partner with on these projects.

• Yes. Head over to my templates page and find one that helps you fit your immediate needs. We can then work on an hourly rate should you need support using a template.

Of course. While I’m a huge advocate of pay transparency, I understand that it’s a journey and not one that can be rushed. We’ll work together to get you moving in the right direction. Pay transparency isn’t about revealing everyone's salaries. It's about demonstrating to employees the reasoning and methodology behind their pay.

Yes. All the materials shared with you are yours to edit and keep.

Yes. I help clients refresh their benchmarks every 6-12 months i.e. during performance reviews or annual market movement assessments.

1. Upgrade your Justly compensation calculator to the latest version.
2. Migrate employee information from your existing calculator to the new one.
3. Make any custom changes required based on previous work.
4. Upload and refresh the external benchmarks.
5. Give you a quick demo of any new features.

Cost = £1,250

This cost can vary depending on the number of salary benchmarking sources you wish to use and complexity of any custom work.

No. Costs for salary data from providers such as Radford, Mercer, Figures, Pave etc are not included.

We’ll talk about which data set is right for you during our initial calls, and if you need to purchase data then you’ll need to arrange this contract separately with the vendor.