Sheila Sever

Imagine if you walk into your CHRO’s office and they tell you the CFO is bearish for the next two calendar years. In fact, the CFO believes the company will face headwinds in the foreseeable future. The CHRO turns to you, saying they want to retain the organization’s critical workforce by using all possible levers, without irreparably damaging the overall workforce and balancing the uniqueness of each of your operating units.

Author's Note: This article contains general information based on our understanding of the requirements of various pay transparency laws. However, Deloitte does not provide legal advice. We strongly recommend consulting with your legal counsel on the information included herein. A continuing wave of state and local pay transparency laws is sweeping across the U.S., creating new requirements for employers.

As market and workforce pressures around compensation frameworks and decision making become more imperative, more organizations are developing salary structures to better position themselves. This was a main finding in WorldatWork and Deloitte Consulting LLP’s “2023 Compensation Structure Policies and Practices” survey, which found that 91% of the 1,007 responding organizations have a salary structure in place.