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1、Rebalancing in a precarious economy and the age of pay transparency2023 Compensation Best Practices ReportEurope Edition The storm of the last few years is subsiding and the labour market is calming down,but a recession may be on the way and compensation strategy and transparency are only becoming m

2、ore important.Payscales flagship report for compensation professionals,HR leaders,and business executives distills data and insights from the largest known survey focused on compensation management best practices.The Europe Edition is intended to support employers by highlighting the most relevant d

3、ata,employment,and compensation trends in the European market.22023 CBPR Europe Edition| 04Highlights:Europe Edition16Trending topics and top priorities06Strategy and preparedness for comp challenges21Methodology 10Compensation planningTable of contents03Executive perspective12Salary data and market

4、 pricing 32023 CBPR Europe Edition| Executive perspectiveRuth Thomas Chief Product Evangelist,PayscalePolitical upheavals,financial volatility,and increasing European governance led to a rapidly evolving environment during 2022,with organisations having to adapt at pace to how the dynamics of work a

5、re changing.We saw headlines of strikes,high levels of inflation,and rising interest rates,yet labour markets remained persistently tight.For those of us working in HR and total rewards,the centres of focus were pay and pay progression.Employees heightened expectations for higher pay against the bac

6、kdrop of rising living costs and a decline in real wages prompted employers to re-spond.Their responses drove record levels of wage growth,which led to concerns of pay compression and pay equity.Nearly half of our survey respondents from Europe and the UK indicated they are concerned about pay compr

7、ession in 2023.And,whilst Europe initially led the race in legislation aimed at pay transparency for the purpose of closing pay gaps,new laws requiring salary disclosure during the recruitment process are rapidly spreading across the US as well.The same requirements are looming in the shape of the E

8、U Equal Pay and Transparency Directive too,which will come into force in 2024 but will allow member states three years to embed the new directives into national law.To prepare,organisations are quite rightly focusing on their compensation strategies,frameworks,and pay communications.Our study reveal

9、ed that 40 percent include pay ranges in job postings;however,19 percent of those post without confidence in how it will impact employees.More than half(55 percent)of European organisations plan to adjust their compensation strategy this year.In addition,COVID-19 redefined the modalities of work,and

10、 more importantly where work is done.Workplace flexibility is fast becoming an integral part of an organisations employee value proposition.Employees are now making deliberate choices based on their own work environment preferences.We are even seeing workers shift sectors so they can take advantage

11、of the benefits of remote work.This has challenged business leaders.Those with traditional or hybrid workspaces are trying to entice employees back to physical offices,but 63 percent of survey respondents report experiencing resistance in this area.The Europe Edition of Payscales 2023 Compensation B

12、est Practices Report highlights how organisations are responding to multiple challenges while focusing on the goal of making sustainable changes to compensation management to promote fairer,more transparent pay as we all adapt to a new landscape of work.Read the full 2023 Compensation Best Practices

13、 Report hereis the org-reported average total turnover rate;43%is the average voluntary turnover rateare concerned about“quiet quitting”,saying employees who dont go“above and beyond”will not succeed at their organisation and risk termination if discoveredof orgs headquartered in Europe cite compens

14、ation as most to blame for higher voluntary turnover in 2022The labour economy 34%45%41%say compensation will be a higher-priority investment in 2023think compensation will be more challenging in 2023will purchase compensation management software for the first time in 2023of orgs headquartered in Eu

15、rope think recruiting will be more challenging in 2023HR and comp management predictions 31%37%26%40%Traditional surveys and HR-reported aggregate market data are the most used and trusted salary data sources for orgs headquartered in Europe Salary data and market pricingof orgs headquartered in Eur

16、ope compensate for competitive skills Skills-based workforce59%consider working from home to be a compensable benefitof orgs headquartered in Europe are experiencing resistance from employees around returning to officesRemote work and geographic pay strategy44%63%have a person or team dedicated to t

17、he function of comp a key differentiator in compensation management maturity and readiness for comp strategyof orgs headquartered in Europe have a compensation strategy/philosophy,and 30%are working on oneStrategy and preparedness 78%49%set pay at the statutory minimum wageare concerned about pay co

18、mpression;43%are planning to do something about it have been impacted by recent minimum wage increases and/or proposed minimum wage legislationof orgs headquartered in Europe are giving pay increases of over 3%in 2023,which is markedly lower than the overall data(56%)Pay increases34%49%30%38%2023 Co

19、mpensation Best Practices Report:Europe Edition Highlights:These highlights represent data and survey responses from organisations headquartered in Europe.first share pay ranges in job postingspost salary ranges in locations where it is required without confidence in how it will be received by curre

20、nt employeessay that pay transparency legislation is driving their organisation to change or improve compensation practices for the first timeof orgs headquartered in Europe say pay equity analysis is a planned or current initiativePay equity and pay transparency 48%19%23%60%Comparisons to overall d

21、ataDepending on the topic,we have also included comparisons to“overall”responses to the 2023 CBPR.Overall survey respondents spanned the globe,including organisations headquartered in the United States,Canada,and EMEA (Europe,Middle East,Africa).This 2023 Compensation Best Practices Report(CBPR):Eur

22、ope Edition shares insights and data based on 806 survey responses from organisations headquartered in Europe(Finland,France,Germany,Ireland,Netherlands)as well as the United Kingdom(UK),gathered between October 2022 and December 2022.Concentrations are notably strongest in France,Germany,and the Un

23、ited Kingdom.This report is intended to support employers in Europe by highlighting the most relevant data,employment,and compensation trends in the market.United StatesCanadaEMEAOther70%8%17%5%Organisation headquarters for overall data 62023 CBPR Europe Edition| Have you or will you adjust your com

24、pensation strategy for 2023?Does your company have a formal compensation strategy/philosophy?Data represents organisations headquartered in Europe.Data represents organisations headquartered in Europe.UnsureYesNo,but we areworking on oneNo,and we arenot working on one49%30%14%7%YesNoUndecided55%20%2

25、5%Strategy and preparedness for comp challengesTo meet the challenges ahead,organisations in Europe need to invest in people strategy,which includes compensation the most cited cause of voluntary employee turnover as well as how compensation integrates into the broader function of human resources.Mo

26、st respondents in Europe(79 percent)either have a formal compensation strategy/philosophy or are working on one.In 2023,more than half of organisations in Europe (55 percent)plan to adjust their strategy.72023 CBPR Europe Edition| Compensation maturityA useful tool for improving your approach to com

27、pensation is to identify your“current state”of maturity and what you need to do to move to a“future state.”A maturity model whether you create your own or use ours can help HR communicate with executive leaders and business partners about the investments needed to achieve certain goals as well as th

28、e outcomes of doing so.While organisations may have compensation strategies in place,only 28 percent of those in Europe say they are mature enough to be advancing or optimising their pay practices in 2023.Data represents organisations headquartered in Europe.010203040523%24%25%14%14%As neededEmergin

29、gDevelopingAdvancingOptimisingWe havent begun standardised compensation processes and rely exclusively on free data sources.We have begun developing a few key compensation processes and do our best to use some consistent approaches when researching salary data.We have standardised our approach to ac

30、cessing and managing salary data.We have or are in the process of creating a compensation philosophy,compensation strategy,and building formal structures and processes with supportive tools/technology around compensation planning and management.We are confident in our data sources,compensation strat

31、egy,and structures,and are in a position to continuously optimise our approach as well as to tackle or maintain bigger initiatives like pay equity,pay transparency,and pay-for-skills.We have reliable,standardised compensation data sources that are strategically tailored to our organisation.We have a

32、 strong compensation philosophy,strategy,and formal structures for most or all of our occupations as well as processes and tools that help us manage pay.25%37%30%33%6%9%36%19%4%3%Yes|we have one dedicated compensation professionalYes|we have multiple people dedicated to the function of compensationY

33、es|we have more than 10 people dedicated to the function of compensationNo|we have no dedicated compensation professionals in our organisationUnsureOverallEuropeDedicated compensation function Having a compensation person or team is a key differentiator when it comes to compensation maturity.Accordi

34、ng to the 2022 CBPR,only 44 percent of organisations overall(not just Europe)had a person or team dedicated to compensation.Thats changed dramatically for 2023.According to this years survey results,61 percent of organisations overall now have one person or more dedicated to compensation.Its even mo

35、re common in Europe,where 79 percent of organisations report they have dedicated staff in the compensation function.2023 CBPR Europe Edition| 8Dedicated compensation functionDoes your organisations have a person or team solely dedicated to the function of compensation (rather than an HR generalist t

36、hat occasionally supports comp)?61%79%Data represents organisations headquartered in Europe.92023 CBPR Europe Edition| Compensation management software In addition to understanding which organisations have a dedicated compensation function,we also wanted to know if any would be purchasing,changing,o

37、r planning not to use compensation management software in 2023.Compensation software appears to be a top priority for organisations in Europe this year,with 60 percent planning to either purchase it for the first time or evaluate their current system against alternative providers.Implementing techno

38、logy supports the creation and execution of processes that help organisations move up the compensation maturity curve.With nearly half(47 percent)of organisations in Europe stating that their compensation management maturity is“as needed”or“emerging,”its understandable that many are looking for soft

39、ware to help them advance.Use of compensation management software Will you be purchasing or evaluating compensation management software(e.g.,survey management,structure building,pay equity,pay reports,benchmarking,etc.)in 2023?26%34%17%15%8%We will be purchasing compensation management software for

40、the first time We will be evaluating the compensation management software we use today against alternative providers We will continue to use the compensation management software we have in place today No,we do not plan to use compensation management software in 2023 Unsure Data represents organisati

41、ons headquartered in Europe.102023 CBPR Europe Edition| Data represents organisations headquartered in Europe.Compensation planning Pay increase budgeting According to our survey,45 percent of organisations in Europe expected their 2023 salary increase budget to be higher than originally planned.Inc

42、reased competition for labour or a labour supply shortage was the top reason(59 percent)cited for the increased budget.However,31 percent of organisations in Europe expected their budgets to be lower than planned,which is considerably more than respondents overall who said the same(16 percent).The m

43、ajority(62 percent)of orgs in Europe cited concerns about future economic conditions as the reason for lower budgets.Correspondingly,only 73 percent of organisations in Europe plan to give base pay increases in 2023 compared to 80 percent overall.In addition,only 38 percent of organisations in Europ

44、e plan to give pay increases over 3 percent.This is considerably less than organisations overall planning to give pay increases(56 percent slightly below chart totals with rounding).What do you expect will be the average pay increase given to employees in 2023?Less than1.00%26%EuropeOverall1.00-1.49

45、%1.50-1.99%2.00-2.49%2.50-2.99%3.00%3.01-3.49%3.50-3.99%4.00-5.0%More than5%2%2%2%6%5%14%10%16%6%11%19%12%8%8%12%7%26%11%11%12%112023 CBPR Europe Edition| Factors that contribute to pay increases Many factors are used to determine base pay increases,and that had never been truer than in 2022 when in

46、flation was through the roof,pay compression seemed to be impacting nearly every employee,and pay transparency legislation was demanding greater commitment to pay equity.Many of these challenges will continue into 2023,but some will decrease in importance compared to last year.Frequency of pay incre

47、ases Often,organisations discover that annual pay increases are too infrequent to retain talent,especially if they underestimate what employees expect around performance reviews or if the market moves faster than employers expect.Although 48 percent of organisations in Europe still give base pay inc

48、reases annually,32 percent are either giving them twice annually,quarterly,or on a rolling cycle,which can be a competitive advantage if economic conditions turn out differently from current expectations.Factors in base pay increases Which of the following were factored into base pay increases?(Sele

49、ct all that apply)Data represents organisations headquartered in Europe.Inflation/cost-of-livingEurope in 2023Europe in 202252%57%50%48%35%39%35%32%22%21%21%20%16%17%12%14%11%12%5%7%1%0%PerformanceMarket adjustment/talent competitionMinimum wage increasesInternal pay equityHot skillsPreparations for

50、 pay transparencyChange in locationTenureMerger or acquisitionOther 122023 CBPR Europe Edition| 2023 CBPR Europe Edition| 12Inflation As of December 2022,the inflation rate in Europe was 10.4 percent.Employees know that rising inflation erodes the value of their wages,which results in demands for wa

51、ge increases.According to our survey,25 percent of organisations in Europe are addressing the impact of inflation by increasing base pay for lower-wage workers only.Another 47 percent said they are addressing the impact by increasing base pay for all workers.Impact of inflation on wages Are you addr

52、essing the impact of inflation on wages by increasing base pay to retain workers?Data represents organisations headquartered in Europe.Yes,for all workers Yes,for lower-wage workers only No,we are not adjusting base pay Undecided or unsure 25%47%18%10%Pro TipPayscale compensation software provides e

53、asy-to-use tools for compensation planning around base pay increases and analysis of the effect on budgets and pay equity.Learn more 132023 CBPR Europe Edition| OverallSalary survey data from traditional publishers 38%Free or open online data36%HR-reported aggregate market data in compensation softw

54、are34%Closed network HR-reported salary data22%Paid employee-reported salary data 22%Historical salary data from employee records20%Salary data from competitor job postings 19%Government data18%Trade/industry association surveys14%Compensation consultants12%Personalised competitor intelligence,inclu

55、ding talking to candidates or recruiters12%Unsure6%We dont compare our jobs to market3%Other1%Salary dataand market pricing The backbone of compensation management is salary data.Most organisations rely on multiple data sources when it comes to market pricing a job,and its common for them to partici

56、pate in salary surveys to get this information.However,there are also newer types of salary data sources to consider now,from online salary surveys taken by employees and job seekers to aggregated employer-reported data from users of compensation management software like Payscale.Compensation data s

57、ources When it comes to which data sources organisations use the most,the most popular type for those in Europe are salary survey data from traditional publishers(38 percent),free or open online data(36 percent),and HR-reported aggregate market data in compensation software(34 percent).However,when

58、it comes to the most trusted data sources for organisations headquartered in Europe,traditional surveys and HR-reported aggregate market data stay at the top while free salary data falls down the list.That said,free salary data appears to be trusted more by organisations in Europe than by organisati

59、ons overall.Data represents organisations headquartered in Europe.Market data sources used Which sources do you use to obtain market data?142023 CBPR Europe Edition| One trusted data platformPayscale offers validated,continually refreshed salary data directly from employers,employees,and trusted sur

60、vey publishers,allowing organisations to access data they need to make confident decisions.Furthermore,Payscales compensation management solution empowers HR leaders and compensation professionals to combine and analyse multiple streams of data in one trusted platform.Learn more about salary data fr

61、om PayscaleLearn moreIn 2022,did you find you had to make more adjustments to your market data sources to account for the rapidly changing pay markets?First tier(most trusted)Salary survey data from traditional publishers 11%HR-reported aggregate market data in compensation software11%Paid employee-

62、reported salary data10%Historical salary data from employee records10%Free or open online data 9%Government data 9%Salary data from competitor job postings9%Trade/industry association surveys 9%Personalised competitor intelligence,including talking to candidates or recruiters8%Compensation consultan

63、ts8%Closed network HR-reported salary data8%Data represents organisations headquartered in Europe.YesNoUnsure52%39%9%Most trusted salary data sources in Europe Rank sources by how much you trust and rely on them for accuracy in market pricing.152023 CBPR Europe Edition| Data represents organisations

64、 headquartered in Europe.Apply a premium to base payUse a higher target percentileSlot into a higher gradeGive a one-time bonus at hiringor upon skills attainmentGive an annual or periodic bonusas long as the skill is hotUnsureWe dont award pay premiums for skillsOther 50%0%43%41%36%28%28%5%0%0%Skil

65、ls-based workforce Changing technologies and new ways of working are disrupting jobs and the skills employees need to do them.Employees with hot skills are in high demand as organisations plan for current and future skills gaps.Based on survey responses,the majority of organisations in Europe(77 per

66、cent)have an approach to classifying skills.In addition,most organisations in Europe(59 percent)are also compensating for competitive skills,with 43 percent doing so by applying a premium to base pay as a differential.Compensating for competitive skills How do you compensate for critical,hard-to-fin

67、d skills?30%25%18%10%7%6%4%Yes,we have classified skills and use a skillstaxonomy across the whole organisationYes,we have classified skills and use a skillstaxonomy for segments of the organisationYes,we gather skills informationbut not in a structured mannerYes,we classify skills as part of ourjob

68、/role definition processNoUnsureNo,but we are working on itApproach to classifying skills Does your organisation have an approach to classifying skills?Data represents organisations headquartered in Europe.162023 CBPR Europe Edition| TraditionalSplit byjob typeRemote-firstOtherFully remoteHybrid39%2

69、9%22%5%5%1%Which of the following best describes your organisations workforce?10%Trending topics and top priorities Employee bargaining power has increased.Workers are demanding more humane treatment,more autonomy to choose where and how they work,and fair pay.The COVID-19 layoffs and the challengin

70、g times that followed motivated employees to reprioritise their values and their well-being.As HR and compensation professionals consider top priorities for 2023,the challenge centres around how to create better work experiences.Remote work and geographic pay When faced with the COVID-19 pandemic,or

71、ganisations had to adopt remote work and work from home(WFH)policies.Now that vaccines are available and the threat of the pandemic is winding down,organisations with traditional or hybrid workspaces are trying to figure out how to get employees back in offices.In our survey,we asked organisations t

72、o describe their current workforce.The majority of European orgs(90 percent)stated that they have a traditional or hybrid office,or expectations for commuting into an office that are split by job type.Data represents organisations headquartered in Europe.172023 CBPR Europe Edition| Do you provide a

73、stipend to employees to either work from home or commute to an office?Do you have a pay strategy that encompasses a remote or distributed workforce?No|we pay everyone the same according to one location(e.g.,headquarters)Yes|we set pay based on marketpricing for each employees locationYes|we apply ge

74、ographic differentials(+/-apercentage)to a benchmark for each employees locationWe have a mixed strategy thatvaries by occupation or job familyOtherYes|we group similar markets into pay zones and use either market pricing or geo-differentials to set pay for each pay zone Yes|we approximate using dat

75、a we can findor by calculating cost-of-living differences0%40%29%26%14%11%11%7%1%61%28%10%24%8%15%5%7%16%26%EuropeOverallNo|we do not provide any stipendsor incentives to employees relatedto their working locationYes|we provide a stipend foremployees working from homeYes|we provide a stipend toemplo

76、yees to come into the officeWe have a mixed approach dependingon the employees locationUnsureRemote work pay strategy Most compensation structures are based on market data;however,“remote”is not a location.All employees work from somewhere.Therefore,an organisations remote work pay strategy is reall

77、y about how pay is determined for employees who work in different locations.Fewer organisations in Europe say they pay everyone according to one location(29 percent)compared to the overall CBPR data(39 percent).Stipends provided When it comes to stipends,more organisations headquartered in Europe ar

78、e providing assistance to employees who either commute or work from home.In fact,only 28 percent of organisations in Europe said they do not provide any stipends compared to 61 percent in the overall CBPR.Data represents organisations headquartered in Europe.Data represents organisations headquarter

79、ed in Europe.182023 CBPR Europe Edition| Pay equity Pay equity is becoming an indispensable pillar of compensation management.Europe led the world with pay equity legislation that requires employers to report on median pay gaps,conduct equal pay audits,and respond to pay disclosure requests.This has

80、 led to a proactive stance from many employers on tackling the topic of pay equity.The impending European Union(EU)Pay Transparency Directive aims to standardise this reporting.While the directive will not apply in the UK,it is relevant for employers with operations in Europe and for those who want

81、to reinforce equal pay protection across their organisations.According to our survey,pay equity analysis is a planned or current initiative for 60 percent of organisations in Europe compared to 63 percent overall.For organisations not interested in taking action,we asked why.The largest reason was u

82、npreparedness,such as a lack of pay structures(30 percent).Most concerning are organisations that believe they dont have a problem despite not measuring pay equity(21 percent),or those that say decision makers in their organisations believe that pay gaps are nonsense(7 percent).Why is your organisat

83、ion not interested in pay equity analysis in the next year or two?Our org isnt prepared to do this 30%Our org cant afford to do this right now 28%Our org is too small for pay equity analysis to be statistically meaningful 28%Our org measures pay equity and we know we dont have a problem28%Our org do

84、esnt measure pay equity but we believe we dont have a problem 21%Decision makers in our org believe pay gaps are nonsense7%Other 4%Data represents organisations headquartered in Europe.192023 CBPR Europe Edition| Pay transparency The EU Pay Transparency Directive takes effect in 2024,after which poi

85、nt member states will have three years to add the new elements to national laws.To adhere to the directive,employers will need to include pay ranges in job ads,stop asking candidates about their salary histories,and meet pay gap disclosure obligations if they have 50 or more employees.The majority o

86、f organisations in Europe(56 percent)say that recent pay transparency legislation has driven them to change or improve their compensation practices.The new requirements mark a significant change for most.According to survey responses,48 percent of organisations in Europe first share pay ranges with

87、prospective employees in the job ad,and 27 percent continue to ask candidates about salary history,regardless of location.More than half(51 percent)of organisations in Europe have a 2023 target to reach level three,four,or five on the pay communications transparency spectrum.Your organisation tells

88、employees when and what to expect on their paycheck.Your organisation shares some market data with employees.1.What2.HowYour organisation has a comp plan and shares pay ranges with individual employees.3.WhereYour organisations comp plan reflects org culture and isexplained by managers to EEs.4.WhyR

89、anges and employee pay information are available to all employees.5.WhoaCurrentposition2023target32%24%27%11%6%22%26%28%14%9%44%51%Data represents organisations headquartered in Europe.Spectrum of pay communications transparency Describe your organisations current position and 2023 target on the pay

90、 transparency spectrum.202023 CBPR Europe Edition| Obstructions to pay transparency communicationsThe reasons that organisations fail to become more transparent vary.When we asked,the most common response from organisations in Europe was that they lack confidence in the accuracy of their salary data

91、(34 percent).Another 30 percent dont have organised pay structures,and 27 percent are not confident in their pay strategy or structures.As pay transparency initiatives continue to progress,effective pay communication practices will become even more essential.When it comes to communicating about pay,

92、67 percent of organisations in Europe provide total rewards statements.In addition,more than half(58 percent)are training their managers in how to have pay conversations with employees.What is preventing your organisation from reaching at least level 3 on the pay communications transparency spectrum

93、?We dont have organisedpay structures(e.g.,grade-based ranges)Leadership is unconvinced of the merits of pay transparencyNothing;we dont want to be transparent about pay We are not confident in our pay strategy or structures We lack confidence in the accuracy of our salary dataWe are concerned that

94、we have pay inequity issues Other5%34%30%27%19%16%14%Data represents organisations headquartered in Europe.212023 CBPR Europe Edition| MethodologyThe 2023 Compensation Best Practices survey gathered 4,933 responses between October 2022 and December 2022.The overall completion rate(55 percent)was the

95、 highest of any CBPR in recent history and contains more international responses,enterprise responses,and responses from executives than previous years.Location headquartersThe majority of organisations surveyed who report being based in Europe(51 percent)are concentrated primarily in one location(s

96、tate,province,or country).However,22 percent of European organisations surveyed have a global workforce with employees distributed throughout the world compared to 17 percent of organisations overall.This 2023 CBPR:Europe Edition shares insights and data based on survey responses from organisations

97、who say that their headquarters are located in Europe.Overall EuropeFrance 6%35%United Kingdom 4%26%Germany 4%25%Netherlands 1%4%South Africa 1%3%Finland 0%2%Ireland 0%2%Sweden 0%1%United States 69%0%Canada 8%0%Other3%0%India 1%0%Australia 1%0%Japan 0%0%China 0%0%Brazil 0%0%Mexico 0%0%New Zealand0%0

98、%Where is your organisation headquartered?222023 CBPR Europe Edition| How many full-time employees are in your organisation?1-99employees33%26%18%6%6%11%100-749employees750-4,999employees5,000-9,999employees10,000-49,999employees50,000 or moreemployeesOrganisation sizeWe separate out six organisatio

99、nal sizes for comparison.Industry The top industries represented in the survey were Finance&Insurance,Technology(including software),Other,Manufacturing,and Healthcare&Social Assistance.0%20%Finance&InsuranceTechnology(including software)Other ManufacturingHealthcare&Social AssistanceRetail&Customer

100、 ServiceEducationConstructionGovernment14%11%11%9%9%8%7%6%5%Engineering&Science4%Agencies&Consultancies3%Energy&Utilities3%Food,Beverage,&Hospitality3%Arts,Entertainment,&Recreation3%Real Estate,Rental,&Leasing2%Nonprofit2%What is your primary industry?232023 CBPR Europe Edition| About PayscaleAs th

101、e industry leader in compensation management,Payscale is on a mission to help job seekers,employees,and businesses get pay right and make sustainable fair pay a reality.Empowering more than 50%of the Fortune 500 in 198 countries,Payscale provides a combination of diverse and dynamic data sources,experienced compensation services,and scalable software to enable organisations such as Angel City Football Club,Perry Ellis International,United Healthcare,Vista,and The Washington Post to make fair and appropriate pay decisions.To learn more,visit .Pay is powerfulPay is powerful