Clarify the starting point and priorities
DeBott reviews existing compensation structures, data and decision processes. You receive a prioritised overview: what is reliable already, where are foundations missing and which steps should come first?
PAY TRANSPARENCY
Pay transparency: make compensation decisions explainable.
Recognise work of equal value. Understand pay differences. Make well-founded decisions.
DeBott helps organisations review their compensation structures and put pay transparency into practice. Objective job evaluation, structured analysis and clear processes provide a sound foundation for management, HR and leaders.
What pay transparency means for organisations.
Pay transparency makes the criteria for determining and developing compensation understandable. At its core is equal pay for women and men doing equal work or work of equal value.
Organisations need to explain which jobs are comparable and why pay differs. Alongside base salary, variable pay and other compensation components are relevant.
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Learn more about our consulting approachCan you explain your pay differences?
Historically grown pay arrangements are often questioned only when employees request information or internal differences become visible. Typical weaknesses include:
- Unclear comparability: identical titles can cover different responsibilities; different titles can describe work of equal value.
- Missing criteria: starting salaries, allowances and pay adjustments were individually negotiated but not documented clearly.
- Inconsistent data: working hours, bonuses and other pay components are recorded across different systems.
- Unclear responsibilities: agreed procedures are missing for information requests, analysis and necessary adjustments.
Unjustified differences can lead to pay claims, additional personnel costs and disputes. Early analysis helps identify priorities and make measures predictable.
From initial assessment to a sustainable compensation framework.
Evaluate equal work and work of equal value
Clear job requirements and objective evaluation criteria make roles comparable. Existing methods are reviewed or a suitable methodology is developed, providing a foundation for comparison groups and consistent classifications.
Objective job evaluationAnalyse pay differences
Base salary, variable pay and other relevant components are examined on a comparable basis. Differences are assessed and possible causes investigated. A numerical difference alone does not replace professional judgement.
Develop compensation rules and measures
The analysis leads to concrete measures: transparent salary bands, clear criteria for starting salaries and adjustments, and priorities for addressing unjustified differences. Costs and organisational impacts are taken into account.
Salary bands and compensation rulesEmbed processes and communication
Responsibilities, data flows and approvals are prepared for information requests and reporting. Leaders receive an understandable foundation for explaining compensation decisions. Employee representatives are involved according to the organisation’s requirements.
Connect consulting with Compensation Radar.
A digital solution provides an overview. Professional interpretation turns it into a foundation for decisions.
DeBott combines compensation consulting with Compensation Radar, its own solution for job evaluation, market comparisons and salary reports. Internal job requirements and external market data can be considered together.
The functions and analyses used for your project are determined by your data, requirements and existing systems.
Your value: clarity for HR and management.
- Explainable decisions: job value, market position and individual pay are assessed systematically.
- Predictable measures: priorities and potential costs become visible early.
- Consistent processes: hiring, pay adjustments and information requests follow agreed rules.
- Informed communication: HR and leaders can explain compensation more clearly.
DeBott handles compensation-related and organisational implementation. Legal questions can be addressed with partner law firms where needed.
Frequently asked questions about pay transparency.
Must all employees earn the same?
No. Differences can have objective reasons. The key is whether the criteria are objective, gender-neutral and applied consistently. Individual negotiating skills alone are not a sound foundation.
Is a salary benchmark enough?
No. A benchmark shows external market position. Assessing whether jobs are internally of equal value requires evaluating their requirements. Both perspectives are combined for explainable pay decisions.
Is an existing grading system required?
No. An initial assessment is a valid starting point. It then determines whether existing job profiles and evaluation methods are sufficient or a new framework is needed.
What data is needed to get started?
Typically, job profiles, pay components, working hours and the employee data needed for analysis are required. DeBott first clarifies data scope, quality and a suitable way to provide it.
How robust is your compensation framework?
Whether you need an initial assessment or practical implementation, a conversation clarifies your starting point, the key priorities and a sensible next step.