There are several statistical methods used to examine pay equity between select groups. However, all attempt to achieve the same ends of controlling for differences between groups when analyzing the compensation between those groups. Thus, if the groups are equivalent in all relevant respects, would they (e.g., men and women) be paid the same?

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.

As a leader in his field, Mike has spent more than 30 years consulting and educating boards and senior executives on a myriad of human capital matters such as leadership development, compensation, succession planning, change management and more. He is also a widely published author specializing in leadership excellence and organizational design and leverages years of experience in his research-based approach with clients.