Avoiding the Risks of Illegal Pay Discrimination
By Shari Dunn,
Managing Principal, CompAnalysis |
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In our experience, most employers want to pay their employees legally and fairly. Given that there are so many variables that can determine actual compensation levels, |
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paying fairly and equitably can be a very complex task.
Illegal pay discrimination is defined as a practice that results in actual wages, salaries, bonuses and/or benefits that disadvantage protected class employees. This means that situations in which protected class employees receive less compensation than other employees who are similarly situated (same job, same performance, same tenure, etc.) can be viewed as violations of one or more of a broad array of federal laws, including Title VII of the Civil Rights Act of 1964, the Age Discrimination in Employment Act of 1967, the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1990, and now, of course, the Lilly Ledbetter Fair Pay Act of 2009. With the recent passage of the Ledbetter Act, which significantly extends the statute of limitations relative to claims, among other provisions that increase employers’ risks, there is heightened employer awareness and concern about potential liabilities.
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| Shari Dunn: Speaking Engagements |
| Reinventing Salary Management: Questioning Conventional Wisdom
March 19, 2009
@ Northern California Human Resources Association - East Bay Chapter
Pleasant Hill
Contact www.nchra.org
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| Compensating Employees in Nonprofits
April 22-25, 2009
@ United Cerebral Palsy 2009 National Conference
St. Francis Hotel, San Francisco
Contact www.ucp.org |
| Pay Compression - The Silent Threat
April 28-29, 2009
@ Northern California Human Resources Association - Annual Conference
South San Francisco
Contact www.nchra.org
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| Base Pay Strategies for Managing Costs and Keeping Employees
July 15, 2009
@ HR Star Conference
South San Francisco
Contact www.hrstar.com
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We’d like to know what you're thinking.
Please tell us what you’re interested in. Is there some part of compensation, pay for performance, or legal compliance that just doesn’t make any sense to you? Do you feel the economy is getting better, or worse? Send us your thoughts and comments by clicking the link below. Who knows? Your topic may be addressed in the next issue of CompOutlook.
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PLAN AHEAD TO PARTICIPATE
IN THE 2009 COMPANALYSIS COMPENSATION SURVEY |
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The 2009 Greater San Francisco Bay Area Compensation Survey is right around the corner. The only survey that reports exclusively on Bay Area pay, it includes data across all industry groups. This valuable resource includes data on over 80 core staff positions with detailed information about base salaries, variable pay data, and employee benefits.
The 2009 survey will be priced to encourage a high level of participation and participants will be eligible to purchase the report at a significant discount. The early payment discount makes survey participation even more of a bargain!
For a sample position report, click here.
For a sample benefits report, click here.
REMEMBER THESE DATES
May 1, 2009
www.salarysurveys.com available for data entry
July 1, 2009
early payment discount deadline
August 3, 2009
data entry deadline
September 30, 2009
survey results available
Please contact Rita Haronian @ rharonian@companalysis.com or 510-763-3774 x100 for more information about the CompAnalysis Greater San Francisco Bay Area Compensation Survey.
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| “I find the Greater San Francisco Bay Area Compensation Survey a great tool to benchmark both salaries and benefits! You’re able to compare salaries to a specific part of the Bay Area, not just California or the West Coast. The survey also benchmarks “hot issues” in the Bay Area so you are able to address them before they become ‘hot issues’ with your company.”
Martha Ledwich
Compensation and Benefits Manager
West Marine |
The IRS Evaluates Pay, Too!
By Lynn Henley, CPA, Hood & Strong |
| When human resources professionals think about how to structure their organization’s pay practices, they generally strive to be competitive, equitable, cost-effective, and legal. Alas, they |
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| may think less frequently about the potential tax consequences of paying any individuals more than the IRS deems legitimately deductable as a business expense! The IRS rules about “excess” compensation are different for non-profits than they are for for-profits. Both kinds of employers need to be aware of the regulations, but those in nonprofits must meet more stringent standards and may face more serious consequences if they get it wrong.
Click here to continue. |
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| About CompAnalysis
Salaries and bonuses are often among an employer’s highest costs, making the sound strategic management of salaries critical to financial success. That’s why, as compensation management consultants, our firm delivers results that directly affect your bottom line. For 29 years, our firm has helped over 750 employers design, create, and implement pay plans that are competitive, equitable, legally defensible, motivational, and cost-effective. Our team specializes in developing strategic compensation plans, innovative performance management solutions, including pay for performance, and comprehensive labor market research and analysis.
Learn more about our firm and how we can help you achieve your goals at www.companalysis.com.
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