astra domain was triggered too early. This is usually an indicator for some code in the plugin or theme running too early. Translations should be loaded at the init action or later. Please see Debugging in WordPress for more information. (This message was added in version 6.7.0.) in /home/studyfoxx/public_html/proactivetraining.com.au/news/wp-includes/functions.php on line 6121Much of the writing and dialogue about pay transparency circles around, and sometimes directly addresses, the question of who benefits from salary secrecy or salary transparency. Salary transparency increases equity and decreases paternalism. For organizational leaders, their actions and beliefs around who should benefit from their organization’s work, and in what ways, will serve as the undergirding for what they decide to do about pay transparency.<\/span><\/span><\/span><\/p>\n What Determines Pay?<\/span><\/strong><\/span><\/span><\/p>\n The arguments against pay transparency often rest on a negative view of human nature and behavior. Authors argue, and cite some supporting but not completely relevant research, that pay transparency drives down morale and performance. These arguments are based on research done in organizations that have not simultaneously conducted employee education on how pay is determined. The first step in increasing pay transparency in any organization is to educate people about how pay is determined and what constitutes high performance in that organization.<\/span><\/span><\/span><\/p>\n Pay is based on a variety of factors, some fair and honorable, some not so nice, and some illegal:<\/span><\/span><\/span><\/p>\n Other factors that come into play and are less than ideal and often illegal include sexism, racism, and other “isms.” They also include relationship to the owners, friendships, and more.<\/span><\/span><\/span><\/p>\n Personal Psychology Issues<\/span><\/strong><\/span><\/span><\/p>\n I asked seven people on my staff if they would like to have salary transparency. Six said, “No,” and one said, “I’m interested.” Not a scientific study by any stretch, but when asked why they said, “No,” the six said they were uncomfortable with other people knowing their salaries. This appears to be a deeply rooted psychological response in almost all (but not every) culture around the world. This reaction changes by who is asking and for what reasons.<\/span><\/span><\/span><\/p>\n In general, we don’t mind sharing our salaries with people with whom we are not in competition and whom we trust. People also do not mind sharing salaries for the right reasons. A parent asks how much a potential life partner makes; a child might be willing to share that. Someone is willing to lend us money to start a new venture; one might be willing to share salary with the lender so the lender trusts our ability to repay the loan.<\/span><\/span><\/span><\/p>\n The question for organizational leaders becomes, “What is the right thing to do around pay transparency from a moral, ethical, and organizational viability standpoint?” Here are some thoughts about options for the individual and for an organization.<\/span><\/span><\/span><\/p>\n Individual Options<\/span><\/strong><\/span><\/span><\/p>\n Organizational Options<\/span><\/strong><\/span><\/span><\/p>\n An organization can practice pay transparency along a spectrum from complete pay opaqueness to total pay transparency. Each organization should determine what its ideal salary transparency level is, and work toward that over time. Be aware of the pros and cons of the different degrees of transparency; those are reviewed in detail in an article from Recruiter Box at <\/span><\/span>https:\/\/recruiterbox.com\/blog\/the-three-levels-of-salary-transparency<\/span><\/a><\/span>.<\/span><\/u><\/span><\/span><\/p>\n Here are a variety of tactics for approaching salary transparency by organizations:<\/span><\/span><\/span><\/p>\n In the End…<\/span><\/strong><\/span><\/span><\/p>\n Salary transparency is likely to increase as the modern era of the “personal-made-public” and the demand for equity across all demographics continue. Companies would do well to develop policies and strategies to capitalize on the upside of this trend and manage the possible negative impact (<\/span><\/span>https:\/\/www.nytimes.com\/interactive\/2020\/02\/19\/magazine\/salary-sharing.html<\/a><\/span>)<\/span><\/em>.<\/span><\/span><\/span><\/p>\n\n
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