Today, 60% of organizations now publish salary ranges when advertising jobs. This marks a fifteen-percentage point increase from the 45% who said that they did so in 2023. While this represents a marked improvement in pay transparency for job postings, it does not represent pay transparency across an organization. Pay philosophy, processes, outcomes, and communications all require organizations to assess the level of transparency they're willing to embark on.  
  
Many organizations have embraced pay transparency in recruiting due to changing legislation, but still fail to foster transparency with an incumbent workforce. Failing to bring the incumbent workforce along this pay transparency journey can degrade employee trust, engagement, and productivity. They’re “transparent” and yet failing to experience the benefits of attracting and retaining the best talent. Moreover, in the current economic landscape, many compensation and rewards professionals are faced with a challenge set by leadership to take their transparency efforts further: “Pay transparency shouldn't cost us money.” 
  
But it's bound to cost something, right? 
  
In this roundtable, Lulu Seikaly and Ruth Thomas will outline the myriad costs of a failure to address pay transparency fully — engagement implications, social implications, legal implications, or otherwise. This discussion will equip compensation leaders to be strategic partners to their HR and executive teams and identify the types of cost their organization should be prepared for as legislation and employee sentiment continues to evolve.

Sponsored by Payscale