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Using technology to drive Cultural
Change and address Pay Equity
Ruth Thomas Industry Principal and Co-Founder, Curo Compensation
“ ... a simple comparison of
pay gaps on an aggregate basis
doesn’t take into account there
may be valid reasons why
average pay for men di ers
from women as a group,
such as location, job role
orseniority.”
The simplest way to measure pay
gaps is to look at the average pay
di erences. To measure the gender
pay gap you compare the average pay
for men as a group, compared to the
average pay for women. This is the
defi nition behind the most commonly
cited statistics we see on gender pay
gaps today. But a simple comparison
of pay gaps on an aggregate basis
doesn’t take into account there may be
valid reasons why average pay for men
di ers from women as a group, such as
location, job role or seniority. For this
reason, we call this the “unadjusted” or
“raw” pay gap.
Another way to look at pay gaps is to
compare similarly situated employees
and consider what factors can
infl uencepay. These compensable
factors may include di erences in
education, tenure, type of job role,
location, and performance. They will
di er from company to company
and relate to your compensation
philosophies, principles and legacy.
As with other areas of business,
progressive leaders are looking to
harness the converging technologies
of the Fourth Industrial Revolution
to help drive cultural change and
eradicate bias. These leaders recognize
that a strong record on equality and
inclusion leads to increased employee
engagement, improved customer
a nity, more innovative decision
making and ultimately, enhanced
business performance. One key area
of cultural change that is at the top
of HR’s agenda is Pay Equity, which
has become a compelling business
issue due to emerging legislation and
increased exposure to potential litigation
as well as the acknowledgement that
it can impact the ability to attract and
retain high quality talent. Increasingly,
organisations are looking to perform an
internal pay audit to understand whether
pay gaps exist. This involves examining
your employee data for evidence of pay
gaps between employees of di erent
protected categories.
The aim is to make a fair comparison
between similar workers and to see
what pay gap remains after taking into
account these legitimate factors. This
is what we call the “adjusted” gender
paygap.
By looking at both your company’s
“unadjusted” and “adjusted” pay
gaps, you’ll gain a robust view of
what’s driving pay di erences. This
will help you address any issues in
your talent pipeline and support
recommendations on ways to lower
barriers in recruitment, hiring, pay
and promotion before they surface as
broader organisational concerns.
Curo Compensation Limited (Curo), an industry leader in total compensation
management technology, has launched a new solution, Curo Pay Equity Tracker
(CuroPET). Designed to support the needs of HR and total reward professionals, the selfservice
and fully confi gurable solution provides detailed organisational insights based on
global pay equity analytics, highlighting areas of risk at a country, market and job level.
Our goal is to provide HR practitioners with a user intuitive SaaS solution to perform
their own internal pay audit, without the need to rely on expensive outside consultants
and with limited support from technical data science sta . The ultimate aim is to use
technology to democratize the process so all companies can easily study pay equity
and pay gaps, and progress towards a better, more equitable and more inclusive
workplace for all.
To fi nd out more visit https://www.curocomp.com/software/curo-pet/ or contact us at info@curocomp.com
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