{"id":14735,"date":"2026-02-12T09:17:00","date_gmt":"2026-02-12T09:17:00","guid":{"rendered":"https:\/\/www.brightmine.com\/uk\/?post_type=resources&#038;p=14735"},"modified":"2026-10-05T15:46:35","modified_gmt":"2026-10-05T15:46:35","slug":"building-transparent-reward-frameworks","status":"publish","type":"resources","link":"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/building-transparent-reward-frameworks\/","title":{"rendered":"Building transparent reward frameworks"},"content":{"rendered":"\n<div class=\"wp-block-group alignfull has-global-padding is-layout-constrained wp-container-core-group-is-layout-f1e3dc65 wp-block-group-is-layout-constrained\" style=\"border-radius:25px;padding-top:var(--wp--preset--spacing--30);padding-right:var(--wp--preset--spacing--30);padding-bottom:var(--wp--preset--spacing--30);padding-left:var(--wp--preset--spacing--30)\">\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-929090b5 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:70%\">\n<div id=\"watch-now\" class=\"wp-block-group has-global-padding is-layout-constrained wp-block-group-is-layout-constrained\">\n<p class=\"has-text-align-left wp-block-paragraph\" style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.385), 18px);\">This&nbsp;on-demand webinar&nbsp;explores how pay transparency is reshaping employer obligations, employee&nbsp;expectations&nbsp;and reward decision-making, with a particular focus on the EU Pay Transparency Directive and the practical steps employers can take to build more defensible pay frameworks.<\/p>\n\n\n\n<p class=\"has-text-align-left wp-block-paragraph\" style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.385), 18px);\">The session was presented by Robert Shore, HR Insights Editor at&nbsp;Brightmine; Sheila&nbsp;Attwood, Senior Content Manager, Data and HR Insights at&nbsp;Brightmine; and Jennie Jakubowski, Data Operations Manager at&nbsp;Brightmine.<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"Building transparent pay and reward frameworks\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/U1P_LWjG9w4?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe>\n<\/div><\/figure>\n<\/div>\n\n\n\n<div id=\"transcript\" class=\"wp-block-group has-global-padding is-layout-constrained wp-block-group-is-layout-constrained\"><div class=\"lnrs-styled-faq wp-block-lnrs-styled-faq\">\n\t<div class=\"lnrs-faq__list\">\n\t\t\t\t\t<div class=\"lnrs-faq__item\" style=\"border-top-width: 1px; border-bottom-width: 1px; border-left-width: 0px; border-right-width: 0px; border-style: solid; border-top-color: var(--wp--preset--color--secondary-gray); border-bottom-color: var(--wp--preset--color--secondary-gray);\" data-open-default=\"false\">\n\t\t\t\t\t\t\t\t<button type=\"button\" class=\"lnrs-faq__header\" aria-expanded=\"false\">\n\t\t\t\t\t<span class=\"lnrs-faq__header-text\">\n\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-faq__question-block-wrapper\">\n\t\t\t\t\t\t\t\n<p class=\"lnrs-faq__question-block has-secondary-blue-color has-text-color has-link-color has-medium-font-size wp-elements-3bb7f3b4cb48b11a53ec9b5d4d06da9e wp-block-paragraph\" style=\"font-style:normal;font-weight:500\">Read the transcript<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<span class=\"lnrs-faq__arrow has-circle-bg\" style=\"font-size: 24px; width: 24px; height: 24px; color: var(--wp--preset--color--primary-white); background-color: var(--wp--preset--color--secondary-blue);\">\n\t\t\t\t\t\t<svg width=\"1em\" height=\"1em\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\"><path d=\"M6 9l6 6 6-6\" stroke=\"currentColor\" stroke-width=\"2\" stroke-linecap=\"round\" stroke-linejoin=\"round\" \/><\/svg>\t\t\t\t\t<\/span>\n\t\t\t\t<\/button>\n\t\t\t\t<div class=\"lnrs-faq__body\" style=\"max-height: 0; opacity: 0; overflow: hidden;\">\n\t\t\t\t\t<div class=\"lnrs-faq__answer\">\n\t\t\t\t\t\n<h3 class=\"wp-block-heading\">Building transparent pay and reward frameworks&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;Hello, everyone, and thank you for joining us today. My name is Robert Shore, and&nbsp;I\u2019m&nbsp;the HR Insights Editor at&nbsp;Brightmine, formerly known as&nbsp;XpertHR. Welcome to our&nbsp;webinar,&nbsp;<em>Building Transparent&nbsp;Pay&nbsp;and Reward Frameworks<\/em>.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Pay transparency is accelerating across Europe, driven by new EU legislation and growing expectations for openness. The question is whether your&nbsp;organisation&nbsp;is getting ahead of the curve and using transparency to strengthen fairness,&nbsp;trust&nbsp;and engagement. That is the question we intend to help you answer today and, indeed, every day.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">To tell you a little about&nbsp;Brightmine&nbsp;and the tools we offer, the&nbsp;Brightmine&nbsp;HR and Compliance Center enables you to confidently navigate complex employee issues, stay ahead of constantly evolving employment laws, such as the Employment Rights Bill 2025, and build your HR practices. Compensation Planning is a self-serve tool that provides employer-reported reward data, market-aligned&nbsp;benchmarking&nbsp;and grading structure creation. Pay Equity Analytics simplifies gender pay gap reporting for both the UK and Ireland, making it easier to meet legal requirements and uncover the root causes of disparities.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Agenda&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">Today, we will begin with a quick overview of EU developments in pay transparency. Sheila&nbsp;Attwood&nbsp;will then&nbsp;analyse&nbsp;the latest&nbsp;Brightmine&nbsp;research on salary visibility in job ads, explaining why pay disclosure matters and how employers are evolving their internal practices. Jennie Jakubowski will show how robust pay and reward frameworks create the structure needed for consistent,&nbsp;defensible&nbsp;and&nbsp;equitable&nbsp;pay decisions. We will then close with a Q&amp;A to help translate insight into impact.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Speakers&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">Sheila&nbsp;Attwood&nbsp;is Senior Content Manager, Data and HR Insights at&nbsp;Brightmine&nbsp;and leads the team responsible for data and market insights content, including employer practice surveys, webinars,&nbsp;podcasts&nbsp;and reward content. She is an expert on company pay awards and is&nbsp;regularly called&nbsp;on by broadcast and print media to comment on pay rates.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Jennie&nbsp;Jakubowski is Data Operations Manager at&nbsp;Brightmine, with more than 25 years of experience in reward data and analytics. She leads core data operations and oversees bespoke reporting, including executive pay benchmarking, job&nbsp;matching&nbsp;and the development of grading structures.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">I\u2019m&nbsp;the HR Insights Editor, and I look after On Your Radar and our Employment Rights Bill 2025 hub, which is a useful resource for staying on top of UK legislative changes. I started as an international editor at&nbsp;Brightmine, where I kept a close eye on EU directives and legislative changes across other&nbsp;jurisdictions, so&nbsp;I\u2019ll&nbsp;be returning to that area today.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">You can&nbsp;submit&nbsp;questions for our speakers using the Q&amp;A button on your screens. We will try to address as&nbsp;many&nbsp;as possible, along with questions&nbsp;submitted&nbsp;in advance. We will also share a link to a recording of the session and slides afterwards. If there are any technical difficulties during the transmission, we will do our best to resolve them as quickly as possible, so please stay with us.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">EU Pay Transparency Directive \u2013 key measures&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;I\u2019ll&nbsp;begin with a brief introduction to the EU Pay Transparency Directive. The UK is no longer an EU member state, but it should quickly become&nbsp;apparent&nbsp;why some acquaintance with the&nbsp;directive\u2019s&nbsp;principal elements will be useful all the same, whether&nbsp;organisations&nbsp;need to comply directly or not.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The directive requires&nbsp;organisations&nbsp;to implement a coherent set of measures across recruitment, pay setting, staff communications, data&nbsp;reporting&nbsp;and corrective action. In&nbsp;significant&nbsp;part, it aims to reset the balance of power between employee and employer.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The directive sets out several obligations and rights. Employers will need to report a variety of information relating to the gender pay gap, including overall median gender pay gaps, gender pay gaps in variable pay, the proportion of female and male workers receiving variable pay, distribution across quartile pay bands and the gender pay gap by category of workers.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Following consultation with employee representatives, management must confirm the accuracy of the information, and the report must be made publicly available. This reporting requirement will initially apply to employers with 250 or more employees but will gradually extend to employers with 100 or more employees.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The directive is about much more than pay gap reporting. It introduces a broader range of pay transparency measures, puts much more emphasis on the role of employee&nbsp;representatives&nbsp;and makes employers more accountable for their pay structures.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">If pay reporting reveals a gender pay gap of at least 5%, and the employer cannot justify the gap based on&nbsp;objective, gender-neutral factors, the employer will need to carry out a pay assessment in association with employee representatives. This assessment will need to&nbsp;analyse&nbsp;workforce composition, pay levels, variable components by gender and category, the reasons for differences and past remedial actions. It will also have to set out measures to remove unjustified gaps.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">There is a strong element of pre-employment transparency. When filling vacancies, employers will have to provide information about the&nbsp;initial&nbsp;pay level or its range in the job advertisement or before interview. Employers are not&nbsp;permitted&nbsp;to ask job applicants about their pay history, and job titles and vacancy notices must be&nbsp;gender-neutral.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers will also have to make available the criteria they use to determine pay levels and progression.&nbsp;Workers will have the right to request information on their own pay level and average pay levels for the category of workers performing the same work or work of equal value. Employers will have an obligation to inform workers annually of this right and explain how to exercise it.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">EU member states are also under an obligation to put measures in place to prohibit contractual terms that aim to restrict workers from revealing information about their pay.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">An important area&nbsp;of focus is enforcement. The directive significantly increases exposure to litigation and sanctions. Workers who suffer gender-based pay discrimination have a right to full compensation with no fixed upper limit, including back pay, related bonuses, payments in kind, compensation for lost opportunities and interest.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The burden of proof is another important&nbsp;matter. Where an employer&nbsp;fails to&nbsp;comply with&nbsp;pay transparency requirements, it will be for the employer to prove that there was no discrimination. Workers are also protected from adverse treatment when they exercise their rights, such as asking for pay information. Member states will have to formulate effective penalties, including fines, with enhanced penalties for repeat offences.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">EU member states have until June 2026 to transpose the directive\u2019s provisions into national law. Relevant employers will&nbsp;be required&nbsp;to&nbsp;submit&nbsp;gender pay gap information in 2027. Employers with at least 250 employees will&nbsp;be required&nbsp;to report gender pay gap information every year, while employers with 150 to 249 employees will&nbsp;be required&nbsp;to report every three years.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">For employers with 100 or more employees, the reporting obligation will take effect five years after the directive is transposed into national legislation, and then every three years after that. That will not take effect for a while, but it is on the horizon.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The directive sets minimum levels only, and individual member states can set more ambitious targets. In some cases, they already&nbsp;do. In some states, for example, smaller&nbsp;organisations&nbsp;already&nbsp;have to&nbsp;publish pay gap information.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">In essence, EU&nbsp;directives are legislative acts that set out the aims for each country, but it is up to each&nbsp;member&nbsp;state to decide how to achieve those aims. The directive ensures a degree of consistency across the EU but allows different approaches as the measures are transposed into national law.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The UK is no longer an EU member state, so there is no requirement to implement the directive directly. However, a UK company with employees based in EU member states will be affected and needs to consider its position. Multinational employers may wish to adopt the same approach for all employees across the region or align to EU standards.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">More generally, the legislation signals a shift in the balance of power between employer and employee and a decisive, enforceable move towards pay transparency during the hiring process and afterwards, with much greater&nbsp;organisational&nbsp;accountability.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">We receive many questions about how different states are implementing the&nbsp;directive\u2019s&nbsp;measures. This is an ongoing process. The best way to keep up to date is through our EU Pay Transparency Directive implementation table, which is updated regularly and tracks implementation as member states adopt national legislation to meet the directive\u2019s requirements.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">We also recorded a podcast at the end of last year, speaking to lawyers in Portugal and the Netherlands to look in detail at how the directive was being turned into national law. You can hear that on Spotify, Apple&nbsp;Podcasts&nbsp;and other platforms, as well as through our website. That is the&nbsp;Brightmine&nbsp;podcast.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">What is pay transparency?&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\"><strong>Sheila&nbsp;Attwood:<\/strong>&nbsp;Thank you, Robert, and hello, everybody.&nbsp;I\u2019m&nbsp;going to continue the discussion on pay transparency and pick&nbsp;up on&nbsp;elements of the EU directive from a UK employer perspective. I\u2019m not going to talk about gender pay gap reporting in this session, but if you look at the handouts, you will see a link to join our session in a few weeks where we will cover gender pay gap reporting and the gender pay gap action&nbsp;plans&nbsp;we know are coming in the UK.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">I\u2019ll&nbsp;keep my session&nbsp;fairly short&nbsp;because it leads nicely into&nbsp;Jennie\u2019s section on where pay and grading structures come in on pay transparency, particularly around job levels, progression and pay.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Salaries in job adverts are often the first phase for&nbsp;organisations&nbsp;thinking about&nbsp;pay&nbsp;transparency. That is where we hear it&nbsp;talked&nbsp;about most. The public sector and not-for-profit sector are leading the way here, according to recent&nbsp;Brightmine&nbsp;research. Manufacturing and production&nbsp;organisations&nbsp;have further to go in being more widely open with salaries in their job adverts.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Benefits of transparency in job adverts&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Most of us know the theory around why sharing salary information benefits both&nbsp;organisations&nbsp;and candidates, but several practical details matter if employers want those benefits to be&nbsp;realised. First, the salary or range in a job advert must be realistic and should not be too wide.&nbsp;A very broad&nbsp;range does not provide the detailed information needed to create the intended benefits.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The hiring offer must also fall within the range given. Employers need checks in place to make sure that happens, especially where there is a lot of negotiation or manager discretion over what the final rate will be.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers also need to be careful about which figure they give people in job adverts. Reward packages&nbsp;contain&nbsp;more than basic salary, so&nbsp;organisations&nbsp;need to be clear about what the figure refers to. If total compensation includes the value of pension contributions or stock options, for example, it may inflate the figure and give candidates a false impression of the base salary on offer.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers should be prepared to answer questions about the information they provide. If a range has been included in a job advert, the hiring team needs to be able to answer questions at&nbsp;interview&nbsp;about where the starting salary will sit within that range.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">One issue&nbsp;employers&nbsp;may have is that if they advertise a new role with a salary or salary band, existing employees will be able to see it. The EU directive requires this information either in the job posting or before the interview. Many member states have&nbsp;retained&nbsp;that wording in draft legislation.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">In the US, there are examples of this information being made available at slightly different points in the recruitment cycle. That could be a starting point for employers not affected by the EU directive while they put the structures in place to share information at the start of recruitment&nbsp;or in&nbsp;job adverts.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Overcoming nervousness&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">Many US states&nbsp;require&nbsp;a pay range and sometimes a wider description of benefits and compensation in&nbsp;the job&nbsp;posting. There is no federal law on this in the US; these requirements are introduced by states and localities. Some require information during the recruitment process before salary negotiations begin. Others require it before an offer of salary goes to a successful candidate, after&nbsp;interview&nbsp;or before a job offer is made.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Organisation&nbsp;size also matters in some states. Some requirements apply to all employers or those with at least one employee in the state.&nbsp;Others apply to larger establishments, such as those with 15, 25 or 30 employees.&nbsp;These are still low thresholds compared with some gender pay gap reporting thresholds.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Ultimately, providing salary information during recruitment may be a&nbsp;stepping stone&nbsp;to&nbsp;going&nbsp;further. The other prerequisite is having a robust pay and grading structure in place, which&nbsp;Jennie&nbsp;will discuss shortly.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Beyond salaries in job adverts&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">After those first steps, pay transparency may become commonplace in other areas of the&nbsp;organisation. Outside salaries in job adverts, pay transparency initiatives are not widely used. When we asked about this in our research, we specifically wanted to know about the sharing of information with employees.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Around 40% of employers are open about the criteria used to&nbsp;determine&nbsp;a pay rise or the payment of a bonus, and only about a third&nbsp;share&nbsp;details of how employees can progress through a grading structure. Those figures&nbsp;represent&nbsp;a missed opportunity. Providing this information does not give anything away; it helps employees understand how decisions are reached.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">If your&nbsp;organisation&nbsp;does not share this kind of information, a useful starting point is to ask why. It may be because it has not been done in the past, because there are no robust processes in place or because there is not enough information to share. The need for transparency and the desire from employees and candidates will only increase, so understanding the rationale is important, whether within the HR and reward team or more widely with senior leadership.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The EU directive includes a right for employees to ask for information about their individual pay and average pay levels, broken down by sex. That may be another flashpoint for employers that have made ad hoc decisions on pay in the past and have not&nbsp;sought&nbsp;to rectify unexplained differences.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Several EU member states have&nbsp;indicated&nbsp;that employees will be reminded annually of this right. Poland proposes doing so by 31 March each year. Some draft legislation also gives employers a&nbsp;set period&nbsp;of months to respond. In the US, some states are introducing legislation for existing employees, allowing them to ask for details of salary&nbsp;levels&nbsp;and requiring salary bands to be available for internal moves as well as external job postings.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Building transparency in pay award decisions&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">I\u2019ll&nbsp;finish by looking at decision-making and the connection between pay transparency and employee engagement.&nbsp;I\u2019m&nbsp;currently running a survey on&nbsp;likely pay&nbsp;award levels this year, including questions about managing employee expectations when it comes to pay rises. The survey is still open, and I will share a link in the chat when I&nbsp;hand&nbsp;over to&nbsp;Jennie. If you take part, I will send you a full copy of our findings.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Managing expectations around pay is always&nbsp;difficult, because&nbsp;employees are unlikely to say that the pay award they receive exceeds their expectations. However, employers can take steps to ensure that a pay award is at least accepted. The examples on the slide show what&nbsp;organisations&nbsp;are doing to manage expectations, and I have pulled out those that speak to transparency.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">There is one&nbsp;caveat. I have also asked about gender equality and reward, and so&nbsp;far&nbsp;only one-third of&nbsp;organisations&nbsp;say they are using transparent pay-setting processes. I hope that as more responses come in,&nbsp;perhaps from&nbsp;an audience of like-minded individuals, that figure may increase, but it is still quite low.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Link to pay grading&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">We also asked whether&nbsp;organisations&nbsp;have evaluated their job grades and job roles to ensure fairness. Rather than tell you what I am seeing,&nbsp;I\u2019ll&nbsp;ask you that question now through the poll:&nbsp;in light of&nbsp;the focus on pay transparency, is your&nbsp;organisation&nbsp;reviewing its pay frameworks to ensure fairness?&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Poll question&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">The options&nbsp;are:&nbsp;yes, we have done that or it is in progress; we are now thinking about it; no, we are not doing anything and have nothing planned; or our&nbsp;organisation&nbsp;does not have a pay framework. If you are in that final category, you are in the right place, because&nbsp;Jennie\u2019s session will be especially helpful.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">We have had quite a few results coming in. It is encouraging to see that almost 60% of you say this has been done or is in progress. About a&nbsp;quarter&nbsp;say you are now thinking about it. I will&nbsp;hand&nbsp;over to&nbsp;Jennie, who will hopefully help those of you in that second group&nbsp;get&nbsp;started.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Pay grading frameworks and pay transparency&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\"><strong>Jennie&nbsp;Jakubowski:<\/strong>&nbsp;Thanks, Sheila. That is&nbsp;really interesting. In this section, we are going to consider how pay transparency may affect not only those setting up new pay grading frameworks but also existing systems.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Even if not&nbsp;required&nbsp;in the UK by law for employers with no EU-based employees or only a small number, there are advantages to creating new frameworks or reviewing existing pay frameworks through the lens of pay transparency. Pressure is likely to increase for UK employers to match global best practice, and transparency may become a key differentiator in the market.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Candidates are likely to increasingly expect, or even demand, that salary ranges and details of career and pay progression are visible from the start. Employers able to meet these expectations will stand out and improve their ability to attract and&nbsp;retain&nbsp;key talent. A degree of transparency becomes a competitive necessity, not just a nice-to-have.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers are likely to face reduced tolerance for opaque decisions around pay. Those with no structured pay and grading framework may find reliance on spot&nbsp;salaries,&nbsp;ad hoc negotiations or out-of-cycle increases increasingly hard to justify from an equity perspective. With no governing structure, how can they be sure \u2014 and convince others \u2014 that pay decisions were reached fairly and equitably?&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers are likely to face a push for grade-based pay ranges with equal access to ranges for those performing equal work, rather than individual pay logic. Where there are pay differentials, they will need to be clearly explained and justified. While not required by UK law, the directive requires employers to use&nbsp;objective, gender-neutral criteria to&nbsp;determine&nbsp;pay and progression. Pay grading frameworks provide the structure needed to meet that requirement in a defensible and auditable way.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Grade allocation and job architecture&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">The starting point when establishing or reviewing a pay grading structure has to be job architecture, and more specifically, the allocation of employees into job grades or bands.&nbsp;It is critical that grade allocation is done in a fair and&nbsp;equitable&nbsp;way, with grades&nbsp;allocated&nbsp;through clearly defined criteria. Ideally, these criteria&nbsp;identify&nbsp;the scope,&nbsp;impact&nbsp;and complexity of each role, rather than simply what people do or what they are called.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Using a verified third-party system of job levels or an external job evaluation system can help, particularly in ensuring internal bias is not built into the grading system. Pay transparency will expose weak grading systems where grades are poorly defined, inconsistently&nbsp;applied&nbsp;or not tied to objective criteria.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">For example, it will become obvious quickly where employees doing similar work have been assigned to different grades. We&nbsp;encounter&nbsp;this when supporting employers&nbsp;submitting&nbsp;pay data for use in our Compensation Planning solution. It is&nbsp;not uncommon&nbsp;to see&nbsp;organisations&nbsp;where two employees in similar roles differ in pay by significant margins, sometimes because one simply negotiated harder at recruitment. Transparency exposes these situations immediately, and robust frameworks help prevent them.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Once job architecture is in place, the next step is to&nbsp;determine&nbsp;how pay aligns to each level. This is where market data, internal&nbsp;relativities&nbsp;and career pathways come together.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">When setting pay ranges, there are three key considerations: the width of the range, the market position you want to&nbsp;target&nbsp;and how progression will work within that band or range. For range width, employers might consider narrower bands at early career stages, where roles may be more clearly defined. Narrow ranges can provide clarity, but they can also limit potential for growth.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">At higher job levels, ranges may be broader to allow for more differentiated responsibilities.&nbsp;Broader ranges offer more flexibility, but they require strong governance to avoid&nbsp;perceptions&nbsp;of unfairness.&nbsp;Ultimately, range&nbsp;width depends on what works best for the&nbsp;organisation.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Another factor is&nbsp;overlap&nbsp;between grades. Too much overlap can make grades meaningless, for example if someone at the top of one grade can earn significantly more than someone approaching the midpoint of the grade above. Too little overlap can mean people need promotions to achieve meaningful pay movement.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers also need to consider their market position or anchor point. Some align ranges around the market median, while others choose a position above or below median depending on pay strategy. Affordability also plays a part. An employer may want to pay at the upper quartile, but it may not be practical or affordable to do so.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Anchoring the structure in up-to-date market pay data is very important.&nbsp;If ranges do not keep pace with the market,&nbsp;organisations&nbsp;quickly become uncompetitive, particularly for in-demand skills. That can increase turnover and put the entire framework under pressure. Managers may start bypassing the rules to ensure successful recruitment or retention, which erodes internal equity and undermines transparency.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Progression rules must be clear. Whether progression is driven by skills, competence, contribution or performance, the&nbsp;organisation&nbsp;needs&nbsp;a consistent&nbsp;logic for how individuals move through the range. Progression criteria are what make the range both fair and explainable.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Internal relativity and wage compression&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">Once pay ranges are set, the next challenge is making sure they make sense relative to one another. This is where issues such as internal relativity and wage compression start to&nbsp;emerge, especially at the lower end of the structure.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">A key driver has been the increase in the national minimum wage and the slow erosion of some grade differentials, particularly at lower levels. We see cases where supervisory staff earn little more, sometimes only a few hundred pounds a year&nbsp;more,&nbsp;than the staff they manage. In a transparent environment, this becomes unsustainable and creates a barrier to internal progression, because supervisory roles become less attractive.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">National&nbsp;minimum wage has changed significantly over the past 20 years. In 2005, it first&nbsp;topped&nbsp;\u00a35 an hour. By 2015, it had increased by almost a third over the&nbsp;previous&nbsp;decade.&nbsp;By 2025, it had increased by more than 80% compared with the 2015 rate.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The impact on pay differentials is stark. Looking at median basic salaries from the Compensation Planning database across this period, differentials between job levels in 2015 were around 20% to 28% for staff at the relevant levels. By 2025, differentials at more senior levels had broadly been&nbsp;maintained, but at lower levels the impact was clear. Differentials for the most junior staff had&nbsp;almost completely&nbsp;eroded, from just over 20% in 2015 to just 1.8% last year.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The impact is not limited to grades directly affected by national minimum wage. Adjacent grades also feel the effect. At the grades above, differentials fell from just over 25% in 2015 to just over 11% last year.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">This creates a problem for some employers and may require structural redesign of some pay grading frameworks. With greater transparency, these differentials are much more likely to be called into question.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Internal relativity and wage compression&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">One&nbsp;option&nbsp;is to move towards broader or simplified bands. Instead of going long, employers can go wide: fewer grades, but wider ranges. This must be supported by clear criteria for movement within bands to&nbsp;maintain&nbsp;fairness and equality.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Governance and skills-based frameworks&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">How people progress within bands fundamentally&nbsp;determines&nbsp;how&nbsp;equitable&nbsp;the system is. Governance of pay grading frameworks is likely to become even more critical, with frameworks becoming more&nbsp;rule-bound&nbsp;as governance tightens.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Examples of poor governance include inconsistent spot awards and discretionary allowances offered by individual managers applying different standards. Good governance might involve&nbsp;approval&nbsp;workflows for awards and standard decision-making templates. With greater transparency comes easier detection of pay gaps based on protected characteristics, which then become harder to explain. That can lead to equal pay claims and associated legal and reputational risk. To avoid that, employers must be able to objectively explain their grading criteria.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">One increasingly popular&nbsp;option&nbsp;is to adopt or adapt an existing pay grading framework into a skills-based model. This rewards skills growth and capabilities rather than tenure.&nbsp;In essence, employers&nbsp;set skills milestones that support progression within the band and allow lateral pathways rather than only vertical progression.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">In this model, grades&nbsp;determine&nbsp;the&nbsp;job\u2019s&nbsp;market alignment, while tiers drive pay within the grade itself and&nbsp;determine&nbsp;where within the range an individual sits. Employers define key competencies. Entry-level staff may occupy point&nbsp;one,&nbsp;those who have&nbsp;attained&nbsp;core skills sit at point two, advanced skills at point three and experts at point four. Skills growth&nbsp;determines&nbsp;movement within the range, while movement between grades requires a change in job scope or size.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">In this scenario, high performers can still earn more, but for transparent and clearly justifiable reasons. The arrangement supports fair decisions around pay while enabling career growth and reducing pay compression by differentiating skill value.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Non-cash rewards and total package&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\">Moving beyond base pay to other incentives, there&nbsp;are clear advantages to aligning pay grading frameworks with total reward strategies, not only for transparency. Where budgets limit pay growth, some employers are integrating non-cash benefits and wellbeing initiatives with their pay frameworks by aligning grade levels or bands with different benefits packages.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">For example, company car provision is far more common at&nbsp;director&nbsp;level, so an employer might make that benefit available only to the grade occupied by directors. Season ticket loans for public transport are more commonly offered to all staff, so the remaining grades might have eligibility for that benefit. By aligning the total package with the pay grading structure, employers can ensure progression&nbsp;remains&nbsp;meaningful&nbsp;and packages&nbsp;remain&nbsp;attractive even when budgets are stretched.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Communication is one of the most important parts of any&nbsp;pay grading&nbsp;framework. Even the best-designed structure will fail if employees do not understand how pay works, how decisions are&nbsp;made&nbsp;or what they personally need to do to progress.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Transparency is not just about publishing pay ranges. It means making the governing principles clear, so staff understand how their pay is&nbsp;determined, the logic behind the pay&nbsp;ranges&nbsp;and what skills or contributions will move them forward. When communication is clear,&nbsp;perceptions&nbsp;of fairness improve and speculation&nbsp;decreases. Staff no longer&nbsp;have to&nbsp;guess or&nbsp;fill in&nbsp;gaps.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employers may want to consider a layered approach: published frameworks,&nbsp;ranges&nbsp;and progression rules at the&nbsp;organisational&nbsp;level; manager-led conversations at team level; and individual conversations for role clarity and career development.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Manager training is important. Managers are often the first line of communication on pay, but they can also be the first line of risk. Even unintended inconsistencies in how managers approach pay discussions can create inequalities, and transparency will expose these&nbsp;immediately.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Examples include managers delivering messages inconsistently, trying to soften messages, overusing&nbsp;jargon&nbsp;or misunderstanding key terminology. For instance, do managers&nbsp;understand&nbsp;and can they explain what a market median is? Lack of understanding often creates confusion rather than clarity. Structured manager training,&nbsp;possibly including&nbsp;FAQs and toolkits, can help managers have better pay conversations and improve overall outcomes.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Ultimately, the&nbsp;organisations&nbsp;that handle pay transparency best are not just publishing pay ranges. They are building the underlying structures that make those ranges credible and defensible.&nbsp;Pay grading frameworks are not just compliance tools; they become tools for building ongoing trust and engagement.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Q&amp;A&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;We have a few questions about the Pay Transparency Directive, which I will try to tackle shortly. First, a question&nbsp;submitted&nbsp;in advance for Sheila: we are looking to redesign our discretionary bonus structure to be more fit for purpose. We are not sure what the changes will be yet. What is the best way to transparently communicate change to a bonus structure to&nbsp;maintain&nbsp;motivation and engagement?&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\"><strong>Sheila Attwood:<\/strong>&nbsp;The fact that you are asking that question and want to be transparent is a good sign. The more understanding employees have, the more likely they are to be on board with and respect changes. If you are looking to bring schemes together, align them with each other or replace&nbsp;a previous&nbsp;scheme that is no longer fit for purpose, give employees that detail.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Share as much as you are willing or able to share about how you have reached decisions on the changes. Where possible, also explain the&nbsp;likely impact&nbsp;on individuals. A change to a bonus structure may lead to similar outcomes, but if those outcomes are better aligned with the business today, employees need to understand that.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Employees expect businesses to innovate, move away from outdated&nbsp;practices&nbsp;and move forward. If the bonus scheme changes are part of that same process, frame them in that way. That should help employees understand why changes are being made when they happen.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;Thank you, Sheila. A question for Jennie: can you help define work of equal value? Does this mean grade&nbsp;only, or&nbsp;grade and&nbsp;job&nbsp;family level?&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\"><strong>Jennie Jakubowski:<\/strong>&nbsp;Work of equal value has a specific meaning in equal pay law. It does not refer to job family or function. It applies whenever two roles, even if they involve completely&nbsp;different types&nbsp;of work, place similar demands on the employee.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Equal value is&nbsp;determined&nbsp;at the level of the job, in terms of its weight or grade, not at job family level. Two roles can belong to entirely&nbsp;different functions&nbsp;and do entirely different things but still be of equal value if the demands are equivalent.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The first-instance employment tribunal ruling against Next highlighted this issue. In that case, store assistants and warehouse operatives were found to be performing work of equal value, even though they belonged to&nbsp;different functions&nbsp;and historically had different market rates.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">The tribunal rejected arguments that market forces justified the pay difference. Once the roles were found to be of equal value, paying the&nbsp;predominantly female&nbsp;store staff less than the&nbsp;predominantly male&nbsp;warehouse staff could not be defended. The decision was a first-instance decision, so it does not set legal precedent and may be subject to appeal, but it highlights why we&nbsp;emphasise&nbsp;using a single consistent pay range for roles at the same grade, rather than differentiating by job family, function or type of work.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">Allowing separate functional pay ranges risks embedding historical inequalities, such as paying male-dominated functions more than female-dominated ones for work that has been assessed as being of equal value.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;Thank you, Jennie. We received some questions about the Pay Transparency Directive. The key point is that the directive mandates certain&nbsp;minimum&nbsp;standards, but many countries go beyond them. For responsibilities relating to workforces in those territories,&nbsp;organisations&nbsp;will need to look at our tracker to see exactly what is being decided.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">At this stage, the directive applies to employers with 100 employees or more in a relevant&nbsp;jurisdiction, but some countries already have lower thresholds. France, for example, has a pay gap reporting requirement for&nbsp;organisations&nbsp;with 50 employees. Employers therefore need to look at the rules in each territory.&nbsp;<\/p>\n\n<h3 class=\"wp-block-heading\">Closing remarks&nbsp;<\/h3>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;I think that&nbsp;is&nbsp;probably all&nbsp;we have time for, although we do have another&nbsp;webinar&nbsp;coming up soon. Sheila, do you want to say a little more about that?&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\"><strong>Sheila Attwood:<\/strong>&nbsp;Yes, thank you, Robert. In early March, we have a session looking at gender pay gap reporting and, more importantly, gender pay gap action plans. There was also a question&nbsp;submitted&nbsp;ahead of this session asking whether there are any future legislative plans in the UK to address the gender pay gap.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\">There are&nbsp;future plans. They probably do not go as far as what the EU directive is asking member states to introduce, but if you join us for the session in early March, I will talk about what the Employment Rights Bill 2025 is asking employers to do around pay equality action plans. Please do join me then.&nbsp;<\/p>\n\n<p class=\"wp-block-paragraph\"><strong>Robert Shore:<\/strong>&nbsp;Brilliant. It just&nbsp;remains&nbsp;for me to say thank you to Jennie and Sheila for being with us today.&nbsp;Thank you for joining us for this webinar, and we look forward to seeing you again in the future.&nbsp;<\/p>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t<\/div>\n<\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-column lnrs-hide-block-on-mobile is-layout-flow wp-block-column-is-layout-flow\" style=\"border-left-color:var(--wp--preset--color--secondary-gray);border-left-width:2px;padding-left:10px;flex-basis:30%\">\n<div class=\"wp-block-group has-global-padding is-layout-constrained wp-block-group-is-layout-constrained wp-container-3 is-position-sticky\">\n<div class=\"wp-block-group has-secondary-gray-background-color has-background has-global-padding is-layout-constrained wp-container-core-group-is-layout-9abcfde1 wp-block-group-is-layout-constrained\" style=\"border-radius:14px;padding-top:10px;padding-right:10px;padding-bottom:10px;padding-left:10px\">\n<div class=\"wp-block-group is-vertical is-layout-flex wp-container-core-group-is-layout-1f96cfca wp-block-group-is-layout-flex\">\n<p style=\"margin-bottom:5px;font-style:normal;font-weight:400\" class=\"wp-block-paragraph\">In this resource:<\/p>\n\n\n\n<p class=\"has-primary-black-color has-text-color has-link-color wp-elements-795ffd5b21effb4e836609fe1b09aef6 wp-block-paragraph\" style=\"margin-top:5px;margin-bottom:5px;font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.192), 16px);line-height:1.3\"><a href=\"#watch-now\">Watch now<\/a><\/p>\n\n\n\n<p class=\"has-primary-black-color has-text-color has-link-color wp-elements-c6527cc6e1ef999361f51960adadc46c wp-block-paragraph\" style=\"margin-top:5px;margin-bottom:5px;font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.192), 16px);line-height:1.3\"><a href=\"#transcript\">Read the transcript<\/a><\/p>\n\n\n\n<p class=\"has-primary-black-color has-text-color has-link-color wp-elements-3f3413925abdd1947599c948c459245e wp-block-paragraph\" style=\"margin-top:5px;margin-bottom:5px;font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.192), 16px);line-height:1.3\"><a href=\"#speakers\">Meet the speakers<\/a><\/p>\n<\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-group has-bleach-white-background-color has-background has-global-padding is-layout-constrained wp-container-core-group-is-layout-22a7c014 wp-block-group-is-layout-constrained\" style=\"border-radius:14px;padding-top:10px;padding-right:15px;padding-bottom:15px;padding-left:15px\">\n<h3 id=\"h-navigate-hr-complexity-with-confidence\" class=\"wp-block-heading\" style=\"font-style:normal;font-weight:500\">Navigate HR complexity with confidence<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">With Brightmine, you can build powerful people strategies, implement best practices and set your organisation up for a brighter future.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Learn how our tools, resources and automation can empower you and your team.<\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\" href=\"\/uk\/solutions\/?intcmp=cta|blog|solutions|learn-more\" style=\"border-radius:25px\">Learn more<\/a><\/div>\n<\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-group lnrs-hide-block-on-mobile has-global-padding is-layout-constrained wp-container-core-group-is-layout-64c039dc wp-block-group-is-layout-constrained\" style=\"margin-top:0;margin-bottom:0;padding-top:0;padding-bottom:0\">\n<hr class=\"wp-block-separator has-text-color has-secondary-gray-color has-alpha-channel-opacity has-secondary-gray-background-color has-background\" style=\"margin-top:10px;margin-bottom:10px\"\/>\n\n\n\n<p class=\"wp-block-paragraph\">Watch more webinars:<\/p>\n\n\n\n<div class=\"wp-block-query is-layout-flow wp-block-query-is-layout-flow\"><ul class=\"wp-block-post-template is-layout-flow wp-container-core-post-template-is-layout-a7dce961 wp-block-post-template-is-layout-flow\"><li class=\"wp-block-post post-22910 resources type-resources status-publish has-post-thumbnail hentry category-webinars topic-benchmarking topic-pay-equity topic-pay-transparency topic-pay-trends\">\n<h2 style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.192), 16px);line-height:1.3;text-decoration:underline;margin-top:10px;margin-bottom:10px;margin-left:0;margin-right:0\" class=\"has-link-color wp-elements-0b1b36f3c2dfa7682bfd13b67e3228a9 wp-block-post-title has-text-color has-primary-black-color\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/pay-equity\/pay-and-labour-market-update-november\/\" target=\"_self\" >Pay and labour market update, November<\/a><\/h2>\n<\/li><li class=\"wp-block-post post-23026 resources type-resources status-publish has-post-thumbnail hentry category-webinars tag-employment-rights-act topic-disciplinary topic-employment-law-updates\">\n<h2 style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.192), 16px);line-height:1.3;text-decoration:underline;margin-top:10px;margin-bottom:10px;margin-left:0;margin-right:0\" class=\"has-link-color wp-elements-0b1b36f3c2dfa7682bfd13b67e3228a9 wp-block-post-title has-text-color has-primary-black-color\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/hr-compliance\/disciplinary\/grievances-how-should-hr-deal-with-the-aftermath\/\" target=\"_self\" >Grievances \u2013 how should HR deal with the aftermath?<\/a><\/h2>\n<\/li><li class=\"wp-block-post post-22916 resources type-resources status-publish has-post-thumbnail hentry category-webinars topic-pay-and-benefits-compliance topic-pay-equity topic-pay-transparency topic-pay-trends\">\n<h2 style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.192), 16px);line-height:1.3;text-decoration:underline;margin-top:10px;margin-bottom:10px;margin-left:0;margin-right:0\" class=\"has-link-color wp-elements-0b1b36f3c2dfa7682bfd13b67e3228a9 wp-block-post-title has-text-color has-primary-black-color\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/hr-compliance\/pay-transparency\/do-perfect-pay-structures-exist\/\" target=\"_self\" >Is there really such a thing as the perfect pay structure?<\/a><\/h2>\n<\/li><\/ul><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-group alignfull has-global-padding is-layout-constrained wp-block-group-is-layout-constrained\" id=\"speakers\" style=\"padding-top:var(--wp--preset--spacing--40);padding-bottom:var(--wp--preset--spacing--40)\">\n<div class=\"wp-block-group has-global-padding is-layout-constrained wp-block-group-is-layout-constrained\">\n<h3 class=\"wp-block-heading\" id=\"h-topics-on-this-page\" style=\"font-style:normal;font-weight:500\">Topics on this page<\/h3>\n\n\n\n<div class=\"wp-block-group is-nowrap is-layout-flex wp-container-core-group-is-layout-7387b849 wp-block-group-is-layout-flex\">\n\n<div class=\"taxonomy-topic has-link-color wp-elements-5ec59eb01c09ec2f1d84a6b36973ff83 wp-block-post-terms\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/hr-strategy\/\" rel=\"tag\">HR strategy<\/a><span class=\"wp-block-post-terms__separator\">, <\/span><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/\" rel=\"tag\">Total rewards<\/a><\/div><\/div>\n\n\n\n<hr class=\"wp-block-separator has-text-color has-cararra-gray-color has-alpha-channel-opacity has-cararra-gray-background-color has-background is-style-wide\"\/>\n<\/div>\n\n\n\n<h3 id=\"h-about-the-speaker\" class=\"wp-block-heading\" style=\"font-style:normal;font-weight:500\">About the speaker<\/h3>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-7387b849 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:100px\">\n<figure class=\"wp-block-image size-thumbnail is-resized is-style-rounded\"><img loading=\"lazy\" decoding=\"async\" width=\"150\" height=\"150\" src=\"https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2025\/01\/17154338\/Robert_Shore-150x150.webp\" alt=\"Robert Shore, HR Market Insights Editor at Brightmine\" class=\"wp-image-10115\" style=\"object-fit:cover;width:100px;height:100px\"\/><\/figure>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p class=\"wp-block-paragraph\"><strong>Robert Shore<\/strong><br>HR Markets Insights Editor, Brightmine<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Robert has over 20 years&#8217; experience of publishing and journalism. At Brightmine he creates and commissions content for webinars and podcasts and for the Commentary and insights tool.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">He has a Graduate Diploma in Law from the University of Law. He was formerly an International employment law editor at Brightmine, and prior to that worked as an arts journalist.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Connect with Robert on <a href=\"https:\/\/www.linkedin.com\/in\/robert-shore-01494059\/\" target=\"_blank\" rel=\"noreferrer noopener\">LinkedIn<\/a>.<\/p>\n<\/div>\n<\/div>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-7387b849 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:100px\">\n<figure class=\"wp-block-image size-full is-resized is-style-rounded\"><img loading=\"lazy\" decoding=\"async\" width=\"418\" height=\"261\" src=\"https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2025\/01\/29124915\/Sheila-Attwood.webp\" alt=\"Sheila Attwood, Senior Content Manager, Data and HR Insights at Brightmine\" class=\"wp-image-10287\" style=\"object-fit:cover;width:100px;height:100px\" srcset=\"https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2025\/01\/29124915\/Sheila-Attwood.webp 418w, https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2025\/01\/29124915\/Sheila-Attwood-300x187.webp 300w\" sizes=\"auto, (max-width: 418px) 100vw, 418px\" \/><\/figure>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\">\n<p class=\"wp-block-paragraph\"><strong>Sheila Attwood<\/strong><br>Senior Content Manager, Data and HR Insights, Brightmine<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sheila leads the team that is responsible for the data and market insights content on Brightmine, including the employer practice surveys, webinars and podcasts, and reward content.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sheila holds a BA in geography. She has almost 30 years&#8217; experience of working in a research and editorial capacity in a publishing environment, with a focus on the labour market, reward, industrial relations and HR practice.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sheila is an expert on company pay awards and is regularly called upon to appear in the broadcast and print media to comment on the level of increase in pay rates.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Connect with Sheila on <a href=\"https:\/\/www.linkedin.com\/in\/sheila-attwood-401a5030\/\" target=\"_blank\" rel=\"noreferrer noopener\">LinkedIn<\/a><\/p>\n<\/div>\n<\/div>\n\n\n\n<hr class=\"wp-block-separator has-text-color has-cararra-gray-color has-alpha-channel-opacity has-cararra-gray-background-color has-background is-style-wide\"\/>\n\n\n\n<div class=\"wp-block-columns is-not-stacked-on-mobile is-layout-flex wp-container-core-columns-is-layout-7387b849 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:96px\">\n<figure class=\"wp-block-image size-full is-style-rounded\"><img loading=\"lazy\" decoding=\"async\" width=\"150\" height=\"150\" src=\"https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2026\/01\/20143428\/Jennie.webp\" alt=\"Jennie Jakubowski, Data Operations Manager at Brightmine\" class=\"wp-image-14778\" style=\"aspect-ratio:1;object-fit:cover\"\/><\/figure>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-vertically-aligned-center is-layout-flow wp-block-column-is-layout-flow\">\n<p class=\"has-text-align-left wp-block-paragraph\"><strong>Jennie Jakubowski<\/strong><br>Data Operations Manager at Brightmine<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Jennie Jakubowski is the Data Operations Manager at Brightmine, with over 25 years of experience in reward data and analytics. She leads all core data operations and oversees bespoke reporting, including executive pay benchmarking, job matching, and the development of pay grading structures.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Connect with Jennie on <a href=\"https:\/\/www.linkedin.com\/in\/jenniejakubowski\/\" target=\"_blank\" rel=\"noreferrer noopener\">LinkedIn<\/a><\/p>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-group alignfull has-primary-white-background-color has-background has-global-padding is-layout-constrained wp-container-core-group-is-layout-f95c7e95 wp-block-group-is-layout-constrained\" style=\"border-radius:25px;margin-top:var(--wp--preset--spacing--30);margin-bottom:var(--wp--preset--spacing--30);padding-top:var(--wp--preset--spacing--30);padding-right:var(--wp--preset--spacing--30);padding-bottom:var(--wp--preset--spacing--30);padding-left:var(--wp--preset--spacing--30)\">\n<h2 class=\"wp-block-heading\">You may also be interested in&#8230;<\/h2>\n\n\n<section id=\"resources-search-filter\" class=\"wp-elements-6c0cad16143347d92430b3595fcde3eb wp-block-brightmine-resources-filter has-text-color has-primary-gray-color has-background has-primary-white-background-color\">\n\n\n<div class=\"ajax-filter\">\n<div class=\"lnrs-resources-search-filter  editor-posts-filtered-topics \">\n\t\t<div class=\"search_terms_bottom\">\n\t\t\t<div class=\"bottom_left\">\n\t\t\t<div class=\"search_terms_result_count\">\n\t\t\t\t\n\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t<div class=\"bottom_right\">\n\t\t\t\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n<\/div>\n\n\t<div class=\"loader-container\">\n\t\t<span class=\"loader\" style=\"display: none;\"><\/span>\n\t<\/div>\n\n\n\t<div class=\"lnrs-resource-filter-widget__container\">\n\n\t\t\n\t\t\t\t<div class=\"lnrs-resource-hub-widget__resource\" style=\"background-color: #f3f2f0\">\n\t\t\t\t\t<a href=\"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/pay-equity\/pay-and-labour-market-update-november\/\"><div class=\"lnrs-resource-hub-widget__resource_image\" style=\"background-image: url(https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2026\/05\/21122712\/team-meeting-reviewing-documents-and-laptop-in-office.webp);\"><\/div><\/a>\n\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__inner_content\">\n\t\t\t\t\t\t<div class=\"content-top\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__categories\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__category_wrapper\">\n\t\t\t\t\t\t\t\t\t\t<img decoding=\"sync\" src=\"https:\/\/www.brightmine.com\/wp-content\/plugins\/lnrs-resources-filter\/assets\/images\/category-flag.svg\" alt=\"\" class=\"lnrs-resource-hub-widget__category_icon\">\n\t\t\t\t\t\t\t\t\t\t<span class=\"lnrs-resource-hub-widget__category\">Webinars<\/span>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<h3 class=\"title\" style=\"color: #00728B\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/pay-equity\/pay-and-labour-market-update-november\/\">Pay and labour market update, November<\/a><\/h3>\n\t\t\t\t\t\t<p style=\"color: #202526\">Over the past year, modest pay settlements reflected employers\u2019 continued caution as they sought to meet reward expectations &#8230;<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n\t\t\t\t\n\t\t\t\t<div class=\"lnrs-resource-hub-widget__resource\" style=\"background-color: #f3f2f0\">\n\t\t\t\t\t<a href=\"https:\/\/www.brightmine.com\/uk\/resources\/hr-compliance\/pay-transparency\/do-perfect-pay-structures-exist\/\"><div class=\"lnrs-resource-hub-widget__resource_image\" style=\"background-image: url(https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2026\/05\/20165129\/person-attending-video-call-on-laptop-at-desk.webp);\"><\/div><\/a>\n\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__inner_content\">\n\t\t\t\t\t\t<div class=\"content-top\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__categories\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__category_wrapper\">\n\t\t\t\t\t\t\t\t\t\t<img decoding=\"sync\" src=\"https:\/\/www.brightmine.com\/wp-content\/plugins\/lnrs-resources-filter\/assets\/images\/category-flag.svg\" alt=\"\" class=\"lnrs-resource-hub-widget__category_icon\">\n\t\t\t\t\t\t\t\t\t\t<span class=\"lnrs-resource-hub-widget__category\">Webinars<\/span>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<h3 class=\"title\" style=\"color: #00728B\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/hr-compliance\/pay-transparency\/do-perfect-pay-structures-exist\/\">Is there really such a thing as the perfect pay structure?<\/a><\/h3>\n\t\t\t\t\t\t<p style=\"color: #202526\">Pay structures are under more pressure than ever. Organisations are responding to requests to deliver greater transparency while &#8230;<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n\t\t\t\t\n\t\t\t\t<div class=\"lnrs-resource-hub-widget__resource\" style=\"background-color: #f3f2f0\">\n\t\t\t\t\t<a href=\"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/pay-equity\/uk-gender-pay-gap-reporting-expert-guide\/\"><div class=\"lnrs-resource-hub-widget__resource_image\" style=\"background-image: url(https:\/\/cdn.brightmine.com\/wp-content\/uploads\/sites\/2\/2026\/04\/14134311\/hr-team-casually-talking-in-open-office.webp);\"><\/div><\/a>\n\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__inner_content\">\n\t\t\t\t\t\t<div class=\"content-top\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__categories\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"lnrs-resource-hub-widget__category_wrapper\">\n\t\t\t\t\t\t\t\t\t\t<img decoding=\"sync\" src=\"https:\/\/www.brightmine.com\/wp-content\/plugins\/lnrs-resources-filter\/assets\/images\/category-flag.svg\" alt=\"\" class=\"lnrs-resource-hub-widget__category_icon\">\n\t\t\t\t\t\t\t\t\t\t<span class=\"lnrs-resource-hub-widget__category\">Whitepapers<\/span>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<h3 class=\"title\" style=\"color: #00728B\"><a href=\"https:\/\/www.brightmine.com\/uk\/resources\/total-rewards\/pay-equity\/uk-gender-pay-gap-reporting-expert-guide\/\">UK gender pay gap reporting: An expert guide<\/a><\/h3>\n\t\t\t\t\t\t<p style=\"color: #202526\">Our expert guide provides clear advice on meeting legal requirements and understanding the value of transparency.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\n\t\n<\/div>\n<\/section>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Learn how to build transparent reward frameworks that promote fairness, consistency and employee trust across pay and total reward.<\/p>\n","protected":false},"author":72,"featured_media":13839,"comment_status":"closed","ping_status":"closed","template":"ungated-webinar","categories":[9],"tags":[],"topic":[34,69],"class_list":["post-14735","resources","type-resources","status-publish","has-post-thumbnail","hentry","category-webinars","topic-hr-strategy","topic-total-rewards"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v28.3 (Yoast SEO v28.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Building transparent reward frameworks | Brightmine<\/title>\n<meta name=\"description\" content=\"Struggling with reward transparency? 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