Pay Equity is no longer just a social justice issue. It's a business imperative. Between regulatory technology, data explosions (and employee access to it), and dramatic workforce shifts, Getting Pay Right is a survival strategy with powerful competitive upsides. - Pay Equity is the law and a key compliance issue. The technology required to get it right is now available to both regulators and business owners. - Pay Equity is a business necessity. Rapidly shifting workforce demographics make old-school favoritism a drag on an organization's ability to compete. - Pay Equity unlocks productivity by embedding fairness into the workplace. Pay transparency doesn't mean that everyone knows what everyone in the organization earns. Rather, it means that workers are entitled to understand how and why their pay is calculated and that the same standards are applied equally. Pay equity should be internally equitable, externally competitive, and transparently communicated so employees can understand the reasons for pay differences. This is a kindhearted and wise book about twenty-first century leadership rooted in a deep respect for the workforce communicated through pay practices.
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Kent Plunkett, CCP Kent Plunkett believes paying fairly is the
most important thing an organization can do. His company, Salary.com
spent the past 25 years innovating to perfect and automate the
compensation discipline. Salary.com consistently wins Best Places to
Work awards. Kent is a graduate of the Harvard Business School and a
>Heather Bussing, JD is a California employment attorney, writer,
and law professor who focuses on providing sensible and strategic
advice to employers. Heather regularly speaks, writes, and edits for
HR technology companies, is a contributing editor to HRExaminer and
writes a daily column for Salary.com's Compensation and Pay Equity
Newsletter.
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