Published: 30 May 2024
Pay equity initiatives have been largely unsuccessful due to a lack of consistent executive leadership oversight. This research offers guidance to executive leaders on who should be involved in the pay equity team, their roles and a kickoff agenda to set the right tone for the team.
Corporate investors are increasingly holding organizations and leaders accountable on a set of diversity, equity and inclusion (DEI) topics, including pay equity.
Only 50% of responding total rewards leaders believe their organization is successful at closing pay gaps, and only 38% of them believe their organization is successful at sustaining pay equity over time.
Total rewards leaders responsible for overseeing their organizations’ benefits and compensation strategy are expected to ensure pay equity, but frequently, they do not have the authority to make changes with any findings.
Form a pay equity team, and document role participation by involving individuals with the
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Analysts:
Christie Struckman, Debra Logan
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