What nonprofits can do about wage compression and pay equity
- Defining wage compression: Wage compression occurs when new hires are paid close to or more than experienced employees, often due to competitive labor markets.
- How it impacts workers: Creates perceptions of unfairness, lowering morale and increasing retention challenges as staff compare compensation.
- How nonprofits can address wage compression: Regular compensation audits and market benchmarking help identify and address compression early. Updating salary ranges and pay structures over time prevents outdated compensation from causing inequities.
In the ever-evolving compensation landscape, organizations grapple with a phenomenon affecting both their bottom line and employee morale: Wage compression, also known as pay compression. Understanding the wage compression definition and its impact is crucial for modern businesses, especially when it comes to addressing pay disparities and pay inequities.
Compensation is a complex and significant line item on the budget and one of the most emotional aspects of employment for employees. Therefore, it’s essential to approach compensation decisions with a strategic mindset, aligning with both the financial goals (and feasibility) of your agency and the expectations of the workforce, including considerations for competitive salaries and pay increases.
What is wage compression?
Wage compression occurs when there is little difference between salaries within an organization. It is most notable when new and less experienced employees have similar wages to long-tenured and more experienced workers.
Common causes of wage compression include:
Tight labor markets
In competitive labor markets, organizations must pay more to attract new employees. This narrows the pay gap significantly between new hires and existing employees when organizations inadvertently set starting pay too close to, or even above, what their current employees earn.
Minimum wage increase
Increases to local minimum wages can raise pay for an organization’s lower-paid employees. If higher-paid workers are not given a similar compensation increase, the pay gap narrows.
Small merit-based and COL increases
It’s common practice for organizations to give annual merit or cost-of-living increases. These raises are often just a few percentage points. If you have to increase wages for entry-level and new hires at a much larger rate, your longer-tenured employees are losing ground compared to new workers.
Pay compression isn’t just about the dollars and cents; it’s about the perceived fairness toward and motivation and retention of existing employees — essential factors in our current landscape, especially where employees talk about their compensation. (And while you might be tempted to prohibit this discussion among your employees, don’t. Discussing compensation is a protected activity under the National Labor Relations Act.)
Example of wage compression in nonprofits
Classrooms provide a valuable example to explore this challenge. Imagine you are a seasoned teacher who has been with the school district for nearly a decade. You’re passionate about the agency’s mission, committed to developing students and are an integral part of the team — especially with mentoring more junior teachers.
Along comes a recent graduate with impressive skills, aspiring to make an impact as a Head Start/Early Head Start teacher. The agency hires the recent graduate with a starting pay close to (if not more than) what the seasoned teacher earns. This is salary compression in its most common form, often exacerbated by factors like minimum wage increases and market rate adjustments.
How nonprofits can manage wage compression
So, what can your agency do to address and manage compensation compression? Here are some strategies to consider:
Perform regular compensation audits
This is especially important before making hiring decisions. This helps identify potential compression in compensation before it becomes a significant issue.
Conduct regular benchmarking analyses
You must understand market trends to keep pace with them. Adjust your salary ranges and pay scales annually to avoid surprises or a compensation plan that lags the market.
Data-driven decisions
Analyze current market conditions and the landscape to help ensure your salary offerings align with your geographic region and industry (both the industry you’re in and the industries you compete with for talent).
Differentiate pay based on an objective metric
What are the pay factors important to your agency? Consider factors such as performance, length of service, time in role, experience or another important metric grounded in data. This can help establish clear pay differentials and mitigate the risk of becoming a victim of pay compression.
Invest in professional development opportunities
Let employees see how they can grow and progress within your agency, which can help reduce turnover. Provide workers with clear career advancement plans.
Develop transparent communication strategies
Your business’s compensation goals, objectives and overall philosophy need to be well established and understood. Pay transparency can help employees understand the rationale behind compensation decisions.
How can I evaluate my business’s compensation plan?
Salary compression isn’t just a numbers game; it’s a delicate balance between pay equity and organizational health. As your agency navigates the wage squeeze, you must prioritize fair pay, employee morale and transparency — to the extent you can support it.
Rather than jumping right to making pay adjustments, be strategic and intentional. Take a step back to first evaluate your compensation program and its administration, including being able to address and answer these fundamental questions:
- What is your agency’s compensation philosophy? Is it to lag, meet or lead the market?
- How does your compensation plan align with your philosophy? How does it align with the current market?
- How often do you conduct a competitive market analysis to confirm your understanding of salary trends?
- If you intentionally allow your compensation structure and pay practices to be below market, what other compensation components, such as total rewards, are available to employees to offset paying below market while encouraging them to stay?
- Is this strategy sustainable for the long term, or might it lead to increased employee turnover?
- If you identify wage compression, what will be your approach to alleviate compression? Or will you choose not to address compression?
How Wipfli can help
Compensation is a blend of art and science. Addressing wage compression requires a comprehensive approach, including regular compression analyses and potentially implementing compression adjustment strategies.
Find the right mix for your agency with experienced guidance from Wipfli. Our tailored solutions will help create a compensation plan to fit your organization’s needs and be more competitive in the labor market. Contact us today to learn how we can support your agency or get started by downloading our wage comparability study RFP.
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