Establishing a living wage is an essential component of supporting employee wellbeing, enhancing internal equity, and elevating the operational efficiencies of organizations.

Pay equity analysis offers a rare, in-depth look at the inner workings of organizational pay practices and how a host of tiny decisions may evolve into larger issues if they remain unrecognized and unmanaged.

Most people responsible for pay equity studies within their organizations have only a superficial knowledge of statistics. Yet, as the primary underwriters and overseers of the workers who are ultimately accountable for the overall quality, how can they ensure the analysis is reliable?

Maintaining employee engagement is critical and pay equity matters because it is a key component of the total impression employees form of their workplace based on their lived experiences.

Statistical outcomes do not always tell the whole story, and this is particularly true for studies on pay equity. SullivanCotter describes three areas where differences may exist, how they avoid detection in standard pay equity assessments, and what further analyses are required to help complete a story only partially told.

With nearly 20 years of experience delivering comprehensive workforce compensation and performance solutions across a number of industries, Amanda leverages data-driven insights to help organizations align total rewards, recognition, and talent management programs. She works to solve the unique challenges that not-for-profit organizations face in the attraction, retention, and motivation of high-caliber talent.

View highlights from SullivanCotter's 2020 Endowment and Investment Staff Compensation Survey

The COVID-19 crisis is impacting the not-for-profit sector in a myriad of ways. SullivanCotter addresses some of the compensation-related issues these organizations are facing and offers guidance for the Compensation Committee in these unprecedented times.

Performance-based compensation continues to be a key component of pay for investment staff at private foundations and university endowments.

View highlights from the results of our 2018 Not-for-Profit Manager and Executive Compensation Survey, which features data from 121 organizations and focuses exclusively on compensation and benefits practices in service and charitable organizations, trade and professional associations, research institutes, health plans, education and more.

For some not-for-profits, fundraising professionals are considered the lifeblood of the organization, and the loss of key talent could mean a loss of momentum and/ or continuity in donor relationships. In developing a fundraising talent strategy for this year and beyond, organizations should consider proactive strategies to attract and retain high-performing and high-potential professionals, while also enhancing the capabilities of existing staff.