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1、Rebalancing in a precarious economy and the age of pay transparency2023 Compensation Best Practices ReportEnterprise EditionThe storm of the last few years is subsiding and the labor market is calming down.However,a recession may be on the way,and compensation strategy and transparency are only beco

2、ming more 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 Enterprise Edition highlights how larger employers are responding to these ma

3、ny 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.22023 CBPR Enterprise Edition| 05Highlights:Enterprise Edition17Trending topics and top priorities15One trusted data pla

4、tform06Strategy and preparedness for comp challenges25Methodology 10Compensation planningTable of contents04Executive perspective13Salary data and market pricingThis 2023 Compensation Best Practices Report(CBPR):Enterprise Edition shares insights and data based on 1,517 survey responses from enterpr

5、ise organizations.This report is intended to support enterprise employers by highlighting the most relevant compensation trends and data as they relate to the enterprise market.While there are various definitions of what size of organization qualifies as an enterprise,for the purposes of this report

6、,we have defined enterprise organizations as those with 1,200 employees or more.Depending on the topic,we have also included comparisons to“overall”responses from the full 2023 CBPR.Overall survey respondents spanned the globe and included organizations of various sizes from one employee to 50,000 o

7、r more.Download the full CBPR report here.29%31%21%6%8%5%1-99 employees100-749 employees750-4,999 employees5,000-9,999 employees10,000-49,999 employees50,000 or more employeesWhich of the following best describes your workforce?Data represents overall CBPR survey responses2023 CBPR Enterprise Editio

8、n| Executive perspectiveRuth Thomas Chief Product Evangelist,PayscaleThe Enterprise Edition of Payscales 2023 Compensation Best Practices Report highlights how larger employers are responding to current challenges while focusing on the goal of making sustainable changes to compensation management to

9、 promote fairer,more transparent pay as we all adapt to a new landscape of work.Political upheavals,financial volatility,and the challenges of the increasing globalization of the economy led to a rapidly evolv-ing environment during 2022,with enterprise organizations having to adapt at pace to the c

10、hanging dynamics of the busi-ness landscape.We saw headlines about strikes,high levels of inflation,and rising interest rates,yet labor markets remained persistently tight.For those of us working in HR and total rewards,the centers of focus were pay and pay progression.Employees heightened expectati

11、ons for higher pay against the backdrop of rising living costs and a decline in real wages prompted employers to respond.These responses drove record levels of wage growth,which led to concerns of pay compression and pay equity.We saw many enterprise organizations over a third adapting their compens

12、ation strategies,despite the fact that they were more likely than smaller businesses to have a compensation strategy in place already.Facing todays many compensation challenges requires a level of compensation maturity,and our study revealed that 47 percent of enterprise organizations were at an“adv

13、anced”or“optimizing”level in Payscales compensation maturity model.Maturity is often aligned to company size,as larger organizations are more likely to have the resources available in-house to manage compensation frameworks.However,we did see that 35 percent of enterprise organizations were still at

14、 the“developing”stage.Ultimately,the approach to compensation maturity drives the ability to contribute strategic value and earn an increased return on compensation investment.Companies across industries are facing massive gaps when it comes to vital future skills.Fortunately,larger organizations ha

15、ve pools of talent available to re-skill or upskill.We see in our results that 41 percent have an approach to classifying skills and 14 percent have a skills taxonomy across the whole organization.Adopting skills taxonomies will help drive the transition to skills-based organizations in a bid to sec

16、ure a pipeline of future talent.Following the“work-from-home experiment”of the pandemic,workplace flexibility is fast becoming an integral part of an organizations employee value proposition.Employees are now making deliberate choices based on their own work environment preferences.This has challeng

17、ed enterprise business leaders,as they potentially have multiple locations.As a result,our data indicates they are more likely to have a workforce location strategy split by job type,which causes issues of complexity when it comes to managing compensation for these different employee groups.Read the

18、 full 2023 Compensation Best Practices Report here 4 52023 CBPR Enterprise Edition| is the org-reported average total turnover rate;24%is the average voluntary turnover rateare not concerned about“quiet quitting”and believe that it is mislabeled work/life balanceof enterprises with 1,200 employees o

19、r more cite compensation as most to blame for higher voluntary turnover in 2022The labor economy 26%53%36%say compensation will be a higher-priority investment in 2023 think compensation will be more challenging in 2023say they will purchase compensation management software for the first time in 202

20、3 and 17%will be evaluating the compensation software they already haveof enterprises with 1,200 employees or more think recruiting and retention will be more challenging in 2023HR and comp management predictions 53%61%11%64%Salary data and market pricingof enterprises with 1,200 employees or more c

21、ompensate for competitive skillsSkills-based workforce45%are using geographic differentials as part of their future pay strategyof enterprises with 1,200 employees or more are experiencing resistance from employees around returning to officesRemote work and geographic pay strategy57%54%have a person

22、 or team dedicated to the function of comp a key differentiator in compensation management maturity and readiness for comp strategyuse HR-reported aggregate market data and 28%use closed network HR-reported data from a salary data source,such as Payscales Peerof enterprises with 1,200 employees or m

23、ore have a compensation strategy/philosophy,and 20%are working on oneof enterprises with 1,200 employees or more use salary data from traditional publishers Strategy and preparedness 88%41%70%72%have been impacted by recent minimum wage increases and/or proposed minimum wage legislation are concerne

24、d about pay compression;40%are actively addressing it of enterprises with 1,200 employees or more are giving pay increases of over 3%in 2023,which is markedly higher than the overall CBPR report(56%)Pay increases25%63%67%2023 Compensation Best Practices Report:Enterprise Edition Highlights:These hig

25、hlights represent survey responses from enterprise organizations that have 1,200 employees or more.say their organization is not interested in pay equity analysis because they arent prepared to do it;another 25%say they measure pay equity and dont have a problemsay that pay transparency legislation

26、is driving their organization to rapidly try to improve their pay data,pay structures,and pay equity of enterprises with 1,200 employees or more say pay equity analysis is a planned or current initiative Pay equity and pay transparency 25%44%73%Participate in next years Compensation Best Practices s

27、urvey For the past 14 years,Payscales Compensation Best Practices survey has collected data from compensation and HR professionals.By participating,youll receive an early copy of the results and will support peers and help democratize data for all.Put me on the list for 2024Sign up toparticipate nex

28、t year.62023 CBPR Enterprise Edition| Does your company have a formal compensation strategy/philosophy?Have you or will you adjust your compensation strategy for 2023?Data represents enterprises with 1,200 employees or more Data represents enterprises with 1,200 employees or more Strategy and prepar

29、edness for comp challengesTo meet the challenges ahead,organizations need to invest in people strategy including compensation,which 36 percent of enterprises said was most toblame for higher voluntary turnover in 2022.Nearly all enterprise respondents(90 percent)either have a formal compensation str

30、ategy/philosophy or are working on one.In 2023,35 percent of enterprise organizations plan to adjust their strategy.Yes70%20%6%4%No,but we areworking on oneNo,and we are not working on oneUnsureYesNoUndecided35%31%33%72023 CBPR Enterprise Edition| Compensation maturityA useful tool for improving you

31、r approach to compensation 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 go

32、als as well as the outcomes of doing so.Nearly half of enterprise organizations(about 47 percent)say they are mature enough to be“advancing”or“optimizing”their pay practices in 2023,compared to just a third of organizations overall(33 percent).Data represents enterprises with 1,200 employees or more

33、 01020304056%compared to 13%overallcompared to 21%overallcompared to 34%overallcompared to 21%overallcompared to 12%overall12%35%30%17%We havent begun standardized compensation processes and rely exclusively on free data sources.As neededWe have begun developing a few key compensation processes and

34、do our best to use some consistent approaches when researching salary data.EmergingWe have standardized our approach to accessing and managing salary data.We have or are in the process of creating a compensation philosophy and strategy and building formal structures and processes with supportive too

35、ls/technology around compensation planning and management.Developing We have reliable,standardized compensation data sources that are strategically tailored to our organization.We have a strong compensation philosophy,strategy,and formal structures for most or all of our occupations as well as proce

36、sses and tools that helpus manage pay.AdvancingWe are confident in our data sources,compensation strategy,and structures,and are in a position to continuously optimize our approach as well as to tackle or maintain bigger initiatives like pay equity,pay transparency,and pay-for-skills.OptimizingDedic

37、ated compensation function Having a compensation person or team is a key differentiator when it comes to compensation maturity.We know that having at least one dedicated compensation professional is often the norm in enterprise organizations.Historically,that hasnt been the case for organizations in

38、 general.According to the 2022 CBPR,only 44 percent of organizations overall have a person or team dedicated to compensation.Like many other things,thats changed dramatically for 2023.According to this years survey results,61 percent of organizations overall have one person or more dedicated to comp

39、ensation.Its even more common in enterprises,where 88 percent of organizations report they have dedicated staff in the compensation function.2023 CBPR Europe Edition| 8Dedicated compensation functionDoes your organization have a person or team solely dedicated to the function of compensation (rather

40、 than an HR generalist that occasionally supports comp)?Data represents enterprises with 1,200 employees or more No|we have no dedicated compensationprofessionals in our organizationYes|we have multiple people dedicatedto the function of compensationYes|we have one dedicatedcompensation professional

41、Yes|we have more than 10 peoplededicated to the function of compensationUnsure54%30%24%25%10%6%7%36%4%4%OverallEnterprise 92023 CBPR Enterprise Edition| Compensation management software In addition to understanding which organizations have a dedicated compensation function,we also wanted to know if

42、any would be purchasing,changing,or planning not to use compensation management software in 2023.Implementing technology supports the creation and execution of processes that help organizations move up the compensation maturity curve.More than half of enterprise organizations(58 percent)are currentl

43、y using compensation software and 11 percent will be purchasing it for the first time in 2023.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?Data

44、represents enterprises with 1,200 employees or more We will continue to use the compensation management software we have in place today 41%17%16%11%15%We will be evaluating the compensation management software we use today against alternative providers We will be purchasing compensation management s

45、oftware for the first timeUnsureNo,we do not plan to use compensation management software in 2023Data represents enterprises with 1,200 employees or more Compensation planning Pay increase budgeting According to our survey,41 percent of enterprise organizations expected their 2023 salary increase bu

46、dget to be higher than originally planned.Increased competition for labor or a labor supply shortage was the top reason(74 percent)cited for the increased budget.Meanwhile,45 percent expected their salary increase budget to be the same as initially planned.The majority of enterprise organizations(84

47、 percent)plan to give base pay increases in 2023 compared to 80 percent overall.It appears enterprises are also giving larger pay increases in 2023:67 percent of enterprises say they expect average pay increases to be above 3 percent compared to 57 percent of organizations overall who said the same.

48、What do you expect will be the average pay increase given to employees in 2023?Less than1.00%EnterpriseOverall1.00-1.49%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%1%5%10%7%6%4%19%18%8%11%12%11%10%16%26%30%4%0%102023 CBPR Enterprise Edition| 112023 CBPR Enterprise

49、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 inflation was through the roof,pay compression seemed to be impacting nearly every employee,and pay transparency legislation was demanding greater c

50、ommitment to pay equity.Many of these challenges will continue into 2023,but some will decrease in importance compared to last year.Frequency of pay increases Often,organizations discover that annual pay increases are too infrequent to retain talent,especially if they underestimate what employees ex

51、pect around performance reviews or if the market moves faster than employers expect.However,when compared to organizations overall,smaller organizations,and organizations in Europe,enterprise organizations are less likely to give pay increases more than once a year.Our survey found that 76 percent o

52、f enterprise organizations give pay increases annually while 16 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.The tendency towards an annual increase schedule fo

53、r larger organizations could be because,as we see from the data,enterprises are more likely to have a compensation strategy in place.This indicates they have the necessary frameworks to manage pay,which can decrease the need for more frequent adjustments.Maintaining an annual schedule could also be

54、due to the increased burden that would be required for larger organizations to roll out more frequent pay increases.Factors in base pay increases Which of the following were factored into base pay increases?(Select all that apply)Data represents enterprises with 1,200 employees or more Inflation/cos

55、t-of-living79%73%57%42%31%25%19%17%13%7%3%PerformanceMarket adjustment/talent competitionMinimum wage increasesInternal pay equityHot skillsPreparations for pay transparencyChange in locationTenureMerger or acquisitionOther 122023 CBPR Enterprise Edition| 2023 CBPR Europe Edition| 12Inflation Employ

56、ees know that rising inflation erodes the value of their wages,which results in demands for wage increases.According to our survey,18 percent of enterprise organizations are addressing the impact of inflation by increasing base pay for lower-wage workers only.Another 29 percent said they are address

57、ing the impact by increasing base pay for all workers.Impact of inflation on wages Are you addressing the impact of inflation on wages by increasing base pay to retain workers?Data represents enterprises with 1,200 employees or more Yes,for all workers Yes,for lower-wage workers only No,we are not a

58、djusting base pay Undecided or unsure 29%18%28%26%Pro TipPayscale compensation software provides easy-to-use tools for compensation planning around base pay increases and analysis of the effect on budgets and pay equity.Learn more 132023 CBPR Enterprise Edition| Salary dataand market pricing The bac

59、kbone of compensation management is salary data.Most organizations rely on multiple data sources when it comes to market pricing a job,and its common for them to participate in salary surveys to get this information.However,there are also newer types of salary data sources to consider now,from onlin

60、e salary surveys taken by employees and job seekers to aggregated employer-reported data like Payscales Peer,in which data is derived directly via seamless integration with the HRIS systems of more than 2,000 employers.Compensation data sources The most popular types of data sources for enterprise o

61、rganizations are salary survey data from traditional publishers(72 percent),HR-reported aggregate market data in compensation software(41 percent),and free or open online data(33 percent).OverallSalary survey data from traditional publishers 72%HR-reported aggregate market data in compensation softw

62、are41%Free or open online data33%Closed network HR-reported salary data28%Salary data from competitor job postings24%Historical salary data from employee records24%Trade/industry association surveys24%Government data24%Compensation consultants22%Paid employee-reported salary data16%Personalized comp

63、etitor intelligence,including talking to candidates or recruiters13%Unsure6%Other2%We dont compare our jobs to market0%Data represents enterprises with 1,200 employees or more Market data sources used by enterprises Which sources do you use to obtain market data?142023 CBPR Enterprise Edition| When

64、it comes to the most trusted data sources for enterprise organizations,traditional surveys and HR-reported aggregate market data stay at the top while free salary data falls down the list.First tier(most trusted)Salary survey data from traditional publishers 24%HR-reported aggregate market data in c

65、ompensation software13%Compensation consultants 10%Trade/industry association surveys 9%Closed network HR-reported salary data 9%Historical salary data from employee records 9%Government data 7%Paid employee-reported salary data 7%Salary data from competitor job postings 4%Personalized competitor in

66、telligence,including talking to candidates or recruiters 4%Free or open online data 4%Most trusted salary data sources by enterprisesRank sources by how much you trust and rely on them for accuracy in market pricing.Data represents enterprises with 1,200 employees or more One trusteddata platformPay

67、scale offers validated,continually refreshedsalarydata directly from employers,employees,and trusted survey publishers,allowing organizations to choose the data that drives confident decisions.Furthermore,Payscales compensation management platform empowers HR leaders and compensation professionals t

68、o combine and analyze multiple streams of data in one trusted platform.Learn more about salary data from PayscaleLearn moreCompensation data availablefrom Payscale includes:Survey data from publishersTraditional survey data that is submitted by HR professionals that you purchase and upload into Pays

69、cales compensation management software or purchase more conveniently through our partnerships.HR-reported aggregate market dataAn analysis of aggregated salary survey data that comprises market ranges for thousands of benchmarked jobs to fill data gaps.Payscale HR Market Analysis would fall into thi

70、s category.Closed network HR-reported salary dataOption tojoin a peer-based data network and drill down into timely and continuously updated data from select leading companies or direct competitors for talent in your industry or location.This data is submitted by HR professionals and is incredibly c

71、ustomizable.Payscale Peer leads this category.Employee-reported dataValidated compensation market data collected throughsalaryprofiles submitted by more than 100 million employees on granular skills and geo-data thats refreshed continuously so you can keep a finger on the pulse of the market.Payscal

72、e Employee-Reported data leads this category.Free or open online dataAvailable to the public,this type of data is often used by consumers and companies.Salarydata available on the Payscale website is representative of our mission to democratize data for the benefit of employees as well as employers.

73、Any data Payscale provides to employers is meticulously validated with a variety of statistical steps.152023 CBPR Enterprise Edition| 162023 CBPR Enterprise Edition| Data represents enterprises with 1,200 employees or more Apply a premium to base pay Use a higher target percentile Slot into a higher

74、 gradeGive a one-time bonus at hiringor upon skills attainmentGive an annual or periodic bonusas long as the skill is hotWe dont award paypremiums for skillsUnsureOther 50%0%49%49%30%29%18%8%2%2%Skills-based workforce Changing technologies and new ways of working are disrupting jobs and the skills e

75、mployees need to do them.Employees with hot skills are in high demand as organizations plan for current and future skills gaps.Based on survey responses,about 40 percent of enterprise organizations have an approach to classifying skills;another 8 percent are gathering skills information,but not in a

76、 structured manner.When compensating for critical,hard-to-find skills,49 percent are doing so by applying a premium to base pay as a differential,49 percent use a higher target percentile,and 30 percent are giving a one-time bonus at hiring or upon skills attainment.Compensating for competitive skil

77、ls How do you compensate for critical,hard-to-find skills?Yes,we have classified skills and use a skillstaxonomy across the whole organizationYes,we have classified skills and use a skillstaxonomy for segments of the organizationYes,we gather skills informationbut not in a structured mannerYes,we cl

78、assify skills as part of ourjob/role definition processNoUnsureNo,but we are working on it30%23%18%16%14%12%8%8%Approach to classifying skills Does your organization have an approach to classifying skills?Data represents enterprises with 1,200 employees or more TraditionalSplit byjob typeRemote-firs

79、tOtherFully remoteHybrid42%32%19%5%1%1%Which of the following best describes your organizations workforce?6%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

80、 layoffs and the challenging times that followed motivated employees to reprioritize their values and their wellbeing.As HR and compensation professionals consider top priorities for 2023,the challenge centers around how to create better work experiences.Remote work and geographic pay When faced wit

81、h the COVID-19 pandemic,organizations 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,organizations with traditional or hybrid workspaces are trying to figure out how to get employees back in offices.In our surve

82、y,we asked organizations to describe their current workforce.About half of enterprise orgs stated that they have a traditional or hybrid office,while 42 percent say expectations for commuting into an office are split by job type.Data represents enterprises with 1,200 employees or more 172023 CBPR En

83、terprise Edition| 182023 CBPR Enterprise Edition| Do you have a pay strategy that encompasses a remote or distributed workforce?Have you experienced resistance or unwillingness from employees to return to either traditional or hybrid offices?EnterpriseOverallNo|we pay everyone the same according to

84、one locationYes|we apply geographic differentials to a benchmark for each employees locationYes|we approximate using data we can find or by calculating cost of living differencesYes|we group similar markets into pay zones and use either market pricing or geo-differentials to set pay for each pay zon

85、eYes|we set pay based on market pricing for each employees locationWe have a mixed strategy that varies by occupation or job familyOther39%27%14%20%11%16%18%16%12%15%4%2%3%3%Return to offices and WFH preferences Given the controversy suggested by news coverage of remote work and mandates on employee

86、s to return to traditional or hybrid offices,we asked whether organizations have experienced resistance or unwillingness from employees to return to in-person work environments.Most organizations(54 percent)said that they are experiencing resistance,but only 22 percent feel that the impact is great

87、enough to consider a policy change.Remote work pay strategyMost compensation structures are based on market data;however,“remote”is not a location.All employees work from somewhere.Therefore,an organizations remote work pay strategy is really about how pay is determined for employees who work in dif

88、ferent locations.Fewer enterprise organizations say they pay everyone according to one location(27 percent)compared to the overall CBPR data(39 percent).Data represents enterprises with 1,200 employees or more Data represents enterprises with 1,200 employees or more Yes|but it hasnt made enough of a

89、n impact to cause us to review our policy Yes|and the impact(on turnover,engagement,morale)has made us reconsider our policies No|we have not experienced notable resistance or unwillingness from employees to return to an office environment No|in fact,a hybrid office has slowed attrition or improved

90、engagementUnsure 32%22%20%17%9%Pay zones and geographic differentials To manage pay for distributed workforces using modern methods,more enterprise organizations are turning to geographic differentials than organizations overall.Using this methodology,organizations dont have to market price all thei

91、r jobs for every location where they have workers.Instead,they can use salary data in compensation management software to calculate the percent increase or decrease from a benchmarked location to another location.Fifty-seven percent of enterprises are interested in using this approach compared to 48

92、 percent of organizations overall in the full CBPR.For organizations that use pay zones to simplify compensation management for a distributed workforce,the most common way for enterprises to group them in the United States is by metro areas with similar characteristics(49 percent).Are you interested

93、 in using geographic differentials as part of your future pay strategy?How do you group areas into pay zones for the United States?YesNoUndecidedEnterprise48%57%22%31%20%21%OverallBy metros with similar characteristics Mixed RegionalBy stateOther49%15%12%11%12%Data represents enterprises with 1,200

94、employees or more Data represents enterprises with 1,200 employees or more 192023 CBPR Enterprise Edition| 202023 CBPR Enterprise Edition| Adjusting pay for employees who moveWhether remote or not,organizations need strategies that maintain fair and equitable pay for employees who move.According to

95、our survey,most enterprise employers either dont adjust pay when employees move(22 percent),or they have a mixed approach(32 percent)depending on specific factors.We have a mixed approach to pay adjustments when employees move depending on their occupation,where they are moving,and their reason for

96、moving We do not adjust pay when employees move to another location We increase pay when employees elect to move to align to the more expensive area or pay zone We have an inconsistent approach to pay adjustments when employees move that is not centered on an established policy We lower pay when emp

97、loyees elect to move to align to the new area or pay zone We increase pay when employees move to a more expensive area or pay zone but ONLY if part of a relocation package demanded by the business Unsure or undecided32%22%14%11%10%6%5%How do you adjust pay for employees who move to another location

98、or pay zone?Data represents enterprises with 1,200 employees or more Pay equity Pay equity is fast becoming an indispensable pillar of compensation management.Since pay equity is an essential step toward adopting pay transparency,we are likely to see more emphasis on it in the future.When it comes t

99、o pay equity analysis,its a planned initiative for more enterprise organizations(73 percent)than organizations overall (63 percent).Pay equity used to be driven by fear of legal issues,but it has become increasingly tied more to company values and talent strategy.Currently,legislative compliance(32

100、percent)and being central to company values(35 percent)are the top reasons enterprises cite for the initiative.Over time,we expect to see commitment to ESG(environmental,social,and corporate governance)gain traction.For enterprise organizations not interested in taking action regarding pay equity,we

101、 asked why.The largest reasons were unpreparedness,such as a lack of pay structures(25 percent),and organizations that measure pay equity and believe they dont have a problem(25 percent).More concerning are organizations that believe they dont have a problem despite not measuring pay equity(13 perce

102、nt)and those that say decision makers in their organizations believe that pay gaps are nonsense(5 percent).Why is pay equity a planned or current initiative?Is pay equity analysis a planned or current initiative at your organization?Central to company values Legislative compliance Part of proactive

103、talent strategy Part of ESG strategyResponse to employee feedback ThirdSecondFirst35%28%15%32%29%28%9%19%25%20%10%6%18%14%13%Data represents enterprises with 1,200 employees or more Data represents enterprises with 1,200 employees or more YesNoUndecidedEnterprise63%73%12%23%14%15%Overall 212023 CBPR

104、 Enterprise Edition| 222023 CBPR Enterprise Edition| What has been your reaction to recent pay transparency legislation requiring pay ranges in job postings for certain areas?We are posting pay ranges for jobs in these locations without confidence in how it will be received by current employees We a

105、lready included pay ranges in all or most of our job postings We have refrained from posting jobs in these locations while we work on our pay structures and pay transparency internally We now adopt this as best practice across all locations,irrespective of legal requirements We are choosing not to p

106、ost or advertise jobs in these locations right now We havent heard about this and may not be in complianceThis is not applicable to our country or region We already have confidence in our pay so it is easy to add pay ranges to these posts 19%24%17%14%11%11%8%7%15%14%10%9%2%1%17%20%OverallEnterpriseP

107、ay transparency2022 was an important year for pay transparency in the United States as many states and metro areas either passed legislation or proposed bills to require organizations to publish pay ranges in job ads.Although the nuances of these laws vary by area,any organization looking to adverti

108、se jobs that can potentially be done in any of these locations needs to take the requirements seriously.The trend towards transparency also looks to expand in 2023.This is a big deal for most organizations,so we asked about their reactions to recent pay transparency legislation requiring pay ranges

109、in job postings for certain areas.Although 14 percent of enterprise organizations say they already include pay ranges in all their job postings and 20 percent of enterprises say they have the confidence to add them,24 percent say they are doing so without confidence in how it will be received by cur

110、rent employees.Data represents enterprises with 1,200 employees or more 232023 CBPR Enterprise Edition| Adopting pay transparency is a best practice,regardless of the law especially as remote work becomes more common and published pay ranges become increasingly expected by job seekers.Less than half

111、 of enterprises(44 percent)say their current position on the pay transparency spectrum is a level three,four,or five,which includes sharing pay ranges with employees at least one on one.However,when it comes to 2023 targets,63 percent want to reach level three,four,or five.Your organization tells em

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

113、ges and employee pay information are available to all employees.5.WhoaCurrentposition2023target39%17%23%14%7%18%18%28%23%12%Data represents enterprises with 1,200 employees or more Spectrum of pay communications transparency Describe your organizations current position and 2023 target on the pay tra

114、nsparency spectrum.242023 CBPR Enterprise Edition| Obstructions to pay transparency communicationsThe reasons that organizations fail to become more transparent vary.When we asked,the most common response from enterprise organizations was that leadership is unconvinced of the merits of pay transpare

115、ncy(31 percent).Another 23 percent dont have organized pay structures,20 percent are not confident in their pay strategy or structures,and 20 percent are concerned that they have pay equity issues.As pay transparency initiatives continue to progress,effective pay communication practices will become

116、even more essential.When it comes to communicating about pay,59 percent of enterprise organizations provide total rewards statements and 41 percent are planning to in the near future.In addition,more than half(57 percent)are training their managers in how to have pay conversations with employees,com

117、pared to just 49 percent of organizations overall.What is preventing your organization from reaching at least level 3 on the pay communications transparency spectrum?We dont have organizedpay structures(e.g.,grade-based ranges)Leadership is unconvinced of the merits of pay transparencyNothing;we don

118、t 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 we have pay inequity issues Other31%23%20%20%19%19%15%Data represents enterprises with 1,200 employees or more 252023 CBPR Enterprise E

119、dition| MethodologyThe 2023 Compensation Best Practices(overall)survey gathered 4,933 responses between October 2022 and December 2022.The overall completion rate(55 percent)was the highest of any CBPR in recent history and contains more international responses,enterprise responses,and responses fro

120、m executives than previous years.Location headquartersEnterprise respondents spanned the globe,including 71 percent headquartered in the United States and 6 percent in Canada.Most survey responses from European organizations were from Germany,France,and the UK.Forty-two percent of enterprise organiz

121、ations have offices and/or employees concentrated in multiple states/provinces or a few countries or time zones.Nearly a third(32 percent)have a global workforce with employees distributed throughout the world,while only 25 percent are concentrated primarily in one location(state,province,or country

122、).The 2023 CBPR:Enterprise Edition shares insights and data based on 1,517 survey responses from enterprise organizations with 1,200 employees or more.EnterpriseUnited States71%Canada6%Germany5%France5%United Kingdom4%Other8%Where is your organization headquartered?Data represents enterprises with 1

123、,200 employees or more*”Other”includes respondents from countries we didnt include as an option in the survey,as well as countries with 1%or fewer responses(i.e.,India,Australia,Netherlands,and Japan).*Totals are not exactly 100%due to rounding 262023 CBPR Enterprise Edition| How many full-time empl

124、oyees are in your organization?1,200-4,999employees10,000-49,999employees5,000-9,999employees50,000-99,999employees100,000-199,999employees200,000 or moreemployees42%18%25%6%4%5%Organization sizeWe separate out six organizational sizes for comparison.Industry The top industries represented in the su

125、rvey for enterprise organizations were Other,Healthcare&Social Assistance,Manufacturing,and Finance&Insurance.0%20%OtherHealthcare&Social AssistanceManufacturingFinance&InsuranceTechnology(including software)Retail&Customer ServiceEducationEnergy&UtilitiesGovernmentFood,Beverage,&HospitalityEngineer

126、ing&ScienceConstructionAgencies&ConsultanciesNonprofitArts,Entertainment,&RecreationReal Estate,Rental,&Leasing17%14%12%12%9%10%7%6%4%3%2%1%1%3%3%3%2%What is your primary industry?Data represents enterprises with 1,200 employees or more Data represents enterprises with 1,200 employees or more 272023

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128、ation of diverse and dynamic data sources,experienced compensation services,and scalable software to enable organizations 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