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Each organization wants to be market competitive in their Total Rewards strategies, aligning pay structures with external benchmarks to attract and retain best talent. However, a common challenge arises when there isn’t enough reliable compensation data internally to use towards external benchmarking. You may not have a salary range, or a job grading structure or your pay bands do not stack up accurately? Where do you start to fix this? Here are a few quick fixes (not to be confused with a well planned, thoughtful total rewards strategy or solution) that help you preserve market alignment and internal equity, even when compensation data is sparse or unavailable. -            When internal benchmarks are irregular, identify close match of specific industry roles with comparable scope, complexity and similar outputs and use them as reference points to maintain consistency. -            If you are unable to find the exact / closest match in your industry, broaden your parameters to increase market insight, though be mindful of sectors, organization size, revenue etc. that can significantly impact salary levels. -            When you do not have a job grading structure and/or salary range, review the midpoints of the average salaries of various jobs you may have and place the new job accordingly, given the job duties, skills and abilities.   For more insights, email us for a free consultation!

Most times your typical image of the total rewards professionals is they aren’t the “creative type” as over time, their work experience has conditioned these individuals to seek the “best practice” that is “ideal” to point of being mundane and cookie cutter, aka the path of least resistance, In many cases, there is no thinking out of the box, just rinse and repeat with severe lack of creativity. However, in this era of rapid dynamism, propelling with the power of creativity in total rewards is critical. Innovating by challenging industry best practices, to create and foster a sustainable culture that is designed to work for that specific organization, where the employees feel valued and as well as market competitive requires employers have the necessary toolkit to think creatively and develop total rewards that future focussed, planned with creativity, intuition, curiosity and imagination. We are here to help spark that creativity in your total rewards solutions!

Happy 2025, dear readers! The Pay Transparency Act became law on May 11, 2023 and now B.C. employers must meet the following requirements to help close the gender pay gap and address systemic discrimination: Pay secrecy: Employers must include the expected pay or pay range in public job postings.   Pay history: Employers cannot ask job applicants about what they have been paid by other employers.   Employer reprisal: Employers cannot punish an employee who asks their employer about their pay or reveals their pay to other employees or job applicants.   Pay transparency reports: Employers above certain sizes must post pay transparency reports by November 1 of each year through a phased approach.   Not sure where to start or if you are compliant? I can help, starting with reviewing your current pay transparency practices or they are not in place then supporting by providing recommendations on how you can start 2025 on the right foot. As we all know, pay transparency is not a fad but is here to stay, so why wait?

Following the new US President openly challenging the value of equality, diversity, and inclusion (EDI) programmes, the debate has reignited. Research is suggesting that many businesses are reconsidering how they position DEI programmes and there are concerns that these programs have become disconnected from business outcomes, are too complex and lack balance.  How to integrate DEI into your business strategy? ✅ Tie DEI goals to company mission & values ✅ Use data-driven insights to inform policies ✅ Align DEI with your total rewards mix such as hiring, benefits, incentives, performance managment, well-being and leadership development ✅ Make leadership accountable for measurable results How to create a talent management framework to sustain ongoing DEI work? Here are a few - Inclusive hiring and promoting Pay equity and gender neutral job descriptions Flexible work and parental leave options Implement employee resource groups (ERGs) for underrepresented groups Provide unconscious bias training and Educate and equip leaders to champion inclusion Would you like me to help tailor this framework for your organization?

Many people centric orgnaizations are now actively ensuring an inclusive hiring process and are asking the right qustions in thier interview process showcasing their commitment to diversity and inclusion. Here are a few questions to AVOID on the joureny of your inclusive hiring process: 1. Questions about salary history How much did you make at your last job? Can you send us the latest pay stubs? Such questions allow room for wage discrimination and unfair pay. 2. Questions that violate pay equity or transparency laws Are you willing to accept a lower salary? Pay should be based on qualifications, experience, and job responsibilities—not gender, race, or other protected characteristics. What’s the lowest salary you’d be willing to accept? This can be an attempt to undercut the candidate rather than offering fair market compensation. 3. Personal, hurtful or irrelevant questions Do you have any debts or financial obligations? A candidate’s financial situation should not factor into salary negotiations. Does your spouse/partner contribute to your household income? Do you have disabled children or aging parents? Are you thinking of getting pregnant in the near future? How old are you? Such questions are irrelevant to the job and lead to discriminatory pay practices. 4. Questions that are not consistent with the pay policies We usually pay below minimum wage, is that okay with you? You will be paid below the pay range for the first 6 months of this employment, will this work for you? Your 1st performance appraisal will be after 2 years (typical appraisal is every 1 year) and then you may or maynot have a salary increase. Hope that is ok? If an employer tries to offer such inconsistent or unfair conditions, that’s a red flag. What’s an appropriate way to discuss Pay? Instead of asking inappropriate questions, interviewers should: ✔ Ask for salary expectations : "What salary range are you targeting for this role?" ✔ Provide a pay range  upfront, if already not in the job posting as per pay transparency act of Canada and ask if the pay range aligns with the candidate's expectations. ✔ Discuss compensation structure  openly, including bonuses, benefits, and perks. Need more guidance on pay-related hiring paractices? Contact me!

As we approach the end of the annual performance management process and the leaders hold the annual performance review meetings in most organizations, I invite you be mindful of the power of recognition.   A global survey conducted with over 1500+ employee sample data, showcased a directly proportional link between employee recognition and employee engagement.   90% of employees who felt appreciated and valued at work, reported elevated job contentment, increased motivation and a sense accomplishment.   Employee recognition is not just a checkbox on the well-being strategy checklist, it is a key ingredient for an engaging total rewards strategy and many companies continue to make it their strategic priority in 2025. Rewarding exemplary behavior in the workplace boosts morale as well as creates a company culture focused on growth and achievement. Don't know where to start or how to enhance your employee recognition practices? Let us support you in creating a total rewards strategy and pay mix that prioritizes recognition and fuels higher job performance and enhanced employee engagement.