European Union (EU) directive on equal pay and pay transparency 

世界各地, organisations are under pressure to accelerate their progress toward an equitable workplace. Activist shareholder groups are calling for greater commitments to social sustainability, 哪个以薪酬平等和机会平等为中心. The World Economic Forum is encouraging companies to report on pay equity standards, 有多少人超过了自愿披露的标准. 世界各地关于薪酬平等的立法也在增加, 尤其关注欧盟(EU).

在欧盟, the European Commission is calling for increased pay transparency through disclosure mandates, 各成员国一致要求. New legislation will provide a framework for identifying unexplained pay inequalities. 它还将使工人获得相关的工资信息
进一步推动自己对公平的追求. And it will require greater consistency in pay equity disclosures across countries.

Striving toward pay equity is on its way to becoming a requirement in the EU — and it’s the right thing to do everywhere. It’s also good for business in its support of strengthening access to diverse talent and perspectives. Leading organisations around the world are already choosing to be publicly transparent about their 努力s toward pay equity and diverse representation. 作为这项努力的一部分, they’re adopting formal pay equity processes that rely on statistical analysis. 这使得公司可以进行“苹果与苹果”的比较,确保有效衡量和支持薪酬调整, 在适当的地方, 推动变革.

Some countries with a strong tradition in collective bargaining agreements and workers’ rights have expressed resistance to the EU directive.

但该指令带来了显著的好处:

• Enhances or replaces local regulations that don’t always consider how pay is actually determined at specific companies

• 减轻跨国组织的挑战, streamlining and standardising requirements from country to country — simplifying the implementation process to achieve pay equity across multiple countries

• Ensures the pay equity review covers the entire organisation beyond those covered by collective bargaining agreements; this extends equity enforcement to all employees, 包括管理层和执行层, where there is typically limited representation of diverse talent and larger pay gaps

美世 is fully equipped to advise companies on how to act on the European Commission’s Directive on Pay Transparency and Equal Pay, 于2021年3月4日发布. 相应的, we are pleased to see the latest 开发ments with the European Union Ambassadors endorsing the EU Directive on Equal Pay and Pay Transparency on 21 December 2022. 我们一直走在多元化的前沿, 公平和包容工作了超过25年, helping organisations address the effects and sources of gender disparities in the workplace.

企业面临着欧盟指令的多重挑战. Our pay equity and internal labour market analysis approach provides support by helping employers assess the extent to which representation issues exist and identify the root causes.

根据修订后的欧盟指令:

薪酬平等是什么意思? The primary objective of the pay equity analysis is to measure an organisation’s unexplained pay gap and close it 在适当的地方.

在这个例子中, 女性的收入比男性少20%, but much of that is driven by differences in the attributes of women and men. An effective solution requires understanding whether the issue is about pay or something else.

The proposed EU directive is especially helpful in calling out the distinction between two types of pay gaps, 哪些应该以不同的方式识别和调解.

Unexplained pay gaps are areas of potential bias in pay policies and practices, which should be identified through a regression analysis and mediated, 在短期内, 通过调整薪酬. 从长远来看, these should be addressed through a thorough review of policies and practices that affect pay decisions.

另一方面, 被解释的差距包括经历上的差异, 技能, 角色和职业机会. These can be identified through pay driver analysis and further explored through deeper workforce analytics, including 美世’s proprietary Internal Labour Market (ILM) maps.

The patterns through which people are selected into an organisation, 学习, 开发, 执行, advance and ultimately choose to stay or leave characterise an “internal labour market” or ILM.

An ILM map for the organisation visualises the talent flows of that workforce across career levels. This forms a “system at a glance” view by showing the entry and exit of talent by career level and the various rates of advancement. Breaking down this information further by race or gender can deliver valuable insights, such as:

• Balance, or imbalance, of representation of various groups by career level

• The degree of organisational or career hierarchy and the overall velocity of talent movement in, 随着时间的推移进出组织

• The extent to which an organisation “buys” its talent via hiring or “builds” its talent through promotion — which can disproportionately affect different subgroups

• The presence of bottlenecks in rates of advancement overall and for any given group

• 不同群体之间的人才流失存在不必要的差异

At 美世, we use ILM maps to offer essential insights to organisations. They serve as a starting point to identify where and what interventions are needed.