Gather the Data Our next step will be to partner with the key stakeholders responsible for data collection and maintenance (e.g., HRIS team) to gather relevant data regarding employee pay from the organization’s electronic and physical data systems. Because the key data to be analyzed (such as time with the organization, time in role, job, grade/level, date of hire, performance metrics, and, of course, pay information) may be stored in a variety of systems, we will suggest efficient ways to gather the data. Initial Statistical Analysis Once we have gathered the data, we will partner with statistical experts to conduct the statistical analysis. We will interpret the results and identify any groups identified for further review. 5 4 Deeper Dive and Further Analysis Often the initial analysis brings to light errors in the data, individual employees who were slotted in the wrong job or level, or additional factors that drive employee compensation that were not identified initially. We will help your organization identify these issues by leveraging the full force of the statistical tools to identify potential employees or groups of employees that are driving any apparent disparities. We can then work with you to explore additional factors that we may wish to include in the statistical model and data errors that need to be addressed in the further analysis. 6 Potential Pay Adjustments and Reclassifications After the full investigation of pay differences is complete, we will provide advice related to mitigation strategies if needed. We will present our assessments and preliminary recommendations, and will work with you to develop solutions that stand the greatest chance of success in light of applicable legal, operational, and corporate-culture considerations and constraints. These recommendations may include pay adjustments or reclassification of employee levels or job titles. 7 Potential Changes to Policies and Practices After reflection on the results of the assessment, we may provide additional recommendations with respect to modifications to policies or practices regarding hiring and starting pay, performance reviews, promotions and bonuses in order to best position the organization for future compliance. 8 Follow-Up After the analysis is complete, we will work with your organization to identify desirability and frequency of routine follow-up analysis, including real-time analysis of pay and promotion decisions. There is no one-size fits all with respect to the analysis or follow-up—we have seen nearly every possible pay issue and are able to provide real-time recommendations on how to ensure that your pay practices are in line with your corporate culture and business objectives under the relevant legal framework. 9 WWW.SEYFARTH.COM | 20
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