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Archive for Promoting employees

It’s Time to (Finally) Close the Gender Pay Gap

March 24, 2021. For many this may have been just another day. But for working women it marked Equal Pay Day – the day (3 months into the new year) that women had to work to in 2021 to earn what white, non-Hispanic men earned in 2020 alone. According to the National Women’s Law Center, women working fulltime, year-round are paid, on average, 82 cents for every dollar paid to men.

It’s amazing that in the 21st century we’re still seeing a significant gap in the way men and women are paid. And we see it in every industry – from hi-tech to sports to entertainment. And given the impact the past 12 months have had on women in the workforce – 2.3 million have left it all together – it’s well past time to change things.

So, what is the long-term impact of this wage gap for women?

According to one study, over the course of a 40-year career, women on average could be paid nearly a half million dollars less than their male counterparts. The gap is even wider for women of color, many of whom earn only 75 cents for every dollar a man makes. As a result of lower lifetime earnings, women receive less in Social Security and pensions. In overall retirement income, women have only 70% of what men do.

An AAUW (American Association of University Women) study – The Simple Truth About the Gender Pay Gap – provides additional statistics about the impact of pay discrimination on women.

Although gender-based discrimination has been illegal since the 1960s, it still thrives in many workplaces, especially those that discourage open discussion of wages and that rely on prior salary history in hiring. If the bar is set low for a woman early on, it may follow her from job to job throughout her career. Also, women may leave the workforce temporarily to raise children or to care for an aging parent. When they return, that employment gap works against them. It may result in their being offered (or accepting) lower pay to enable their re-entry.

It’s time for this to change, and there are many things that men can do to help close the gap.  A recent article outlined 5 specific actions men can take to promote pay equity.

  1. Sponsor, coach and mentor female coworkers. Men can advocate for their female co-workers to ensure their value is recognized and that they are considered in promotion opportunities.
  2. Compensation transparency. Salary discussions are often taboo so women may not know that a man doing the same job is paid more. Men can take the lead in exposing inequity by sharing this information with their female mentees.
  3. Take paternity leave. This could help reduce the so-called “motherhood penalty.”
  4. Speak up when women are not present. Again, advocate for women.
  5. Recognize unconscious bias. Don’t assume that a woman won’t want (or be able to handle) a job that requires long hours or travel. Advocate for their equal consideration.

Pay equity is an important discussion. We’ll continue it next time with some actions that employers can take to help close the gap, and what women can do to advocate for themselves.

Promotions to Leadership – Getting It Right

We often think that the natural next step for a star employee is to become a supervisor or manager of their own team. It’s the ultimate acknowledgement for a job well done, right?  Maybe.  Maybe not.

Often the criteria for these management promotions are merely knowledge of the company, knowledge of the function, and/or seniority. Although these are good reasons to acknowledge an employee, they don’t necessarily make for good leadership qualities. And in the absence of other qualities necessary to succeed in a management role, often result in less than optimal outcomes for both the employee and the company.

If you are considering promoting someone to a leadership role, put on your “recruitment” hat and evaluate that employee just as you would someone from the outside. Yes, their company and functional knowledge give them an advantage, but as they move into leadership those qualities will be secondary to their ability to influence, to make decisions, to manage conflict and to do all the other activities required of a manager.

Before you make that promotion, do the following:

  1. Define the skills and responsibilities required for the role. What are the specific skills required for someone to succeed in the role? Think about the additional responsibilities of the team manager and then map those responsibilities to requisite skills. Be as detailed as possible, including budgetary responsibility, signing authority, key internal/external relationships for the role, etc.
  2. Define the leadership traits and competencies required for this specific role. Consider the function, the members of the team, how the team fits into the overall organization. What aspects of leadership (e.g., leading through people, setting a vision, coaching) does the manager of this team need to have?
  3. Now think about the person you are considering promoting relative to the skills, responsibilities and competencies you’ve outlined in steps 1 and 2. Where are the gaps? Are the gaps improvement areas that you are ready and willing to address? Is the individual teachable?

Once you’ve determined that the individual would be a good fit for the manager role, be sure you have a conversation to determine their interest. And be sure that once the promotion is made you put together a plan for leadership development and ongoing coaching and support for them.

Please contact me if you need help in putting together a leadership development plan or if you need assistance in assessing whether your employee is ready for the next level position.

Compensation Step One – Developing a Pay Philosophy

Philosophy-1For the past couple of blogs, I’ve been talking about various aspects of HR planning and the importance of being proactive vs. reactive around people-related activities. One of the most important activities to plan for is compensation. What have you budgeted for compensation, and how will you allocate it for merit increases and adjustments needed to attract and retain the skills identified in your workforce plan?

Step one is clarifying your pay philosophy. A pay philosophy is a set of guiding principles that identifies compensation priorities, and supports organizational values and goals. It explains why the company makes the decisions it does about employee pay, and creates a framework for consistency across the organization. Although a pay philosophy will differ from company to company, all are aligned in the goal of attracting, retaining and motivating the best talent.

Some factors to consider in creating your pay philosophy are company size, financial position, level of difficulty in finding needed talent, the industry, and market salary data. An example might be that you know you have to pay a starting salary slightly above the market in order to attract the right people. Or, your financial position is such that you have to pay slightly below market, but make up for it with a more generous vacation benefit.

As you define your pay philosophy, be sure to consider total compensation – base salary, incentive pay, and benefits. Examples of incentive pay are bonuses, commissions, and profit sharing. Benefits may include medical, dental, and vision insurance; life insurance; paid vacation; leave policies and 401(k) programs. Some companies choose to match 401(k) contributions up to a certain amount, which is an attractive benefit. Recognition is another factor to consider, especially from the perspective of motivating employees. Recognition can include cash awards, or non-cash awards such as sports event tickets, travel vouchers or other “thank you” gifts.

Once you’ve defined your philosophy, commit it to paper and review it periodically to assess how it’s working and identify any changes needed based on changing company circumstances, the market or the economy in general.

If you need more information or need a sounding board as you create your philosophy, please contact me.

 

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