Better quality & better qualified candidates

Introducing a more transparent and structured approach to pay helped the organisation strengthen both candidate attraction and employee trust.

Following implementation, the organisation saw a noticeable improvement in the quality and suitability of applicants, particularly candidates with the specialist skills, qualifications and sector interest they had previously struggled to attract. Internally, the changes also supported more positive employee relations, with greater openness around pay contributing to increased trust and reinforcing an already supportive workplace culture.

The programme demonstrated how a practical and proportionate approach to pay transparency can support both organisational credibility and talent attraction, rather than being viewed solely as a compliance exercise.

The organisation engaged Merities Consulting to support preparations for forthcoming pay transparency legislation and to develop an approach aligned to both its culture and broader reward strategy.

A distinguishing feature of the organisation was its comparatively low CEO pay ratio, achieved in part through stronger salary positioning for individual contributors and junior roles that were critical to business performance. However, limited visibility of pay levels externally meant prospective candidates were often unaware of the competitiveness of the organisation’s reward offering..

The implementation approach was delivered in two phases.

The first phase focused on establishing a robust reward framework to support consistency, transparency and future scalability. This included the development of a job levelling structure aligned to organisational requirements, alongside analysis of both internal and external market data to assess competitiveness and alignment with the organisation’s reward philosophy.

The second phase focused on defining a practical and sustainable approach to pay transparency. Following discussion with senior stakeholders, the organisation decided against full pay disclosure, recognising the potential operational and cultural challenges associated with a significant shift in approach. Instead, salary ranges were published and senior managers were supported through a structured change process designed to improve confidence and consistency in conversations relating to pay with both candidates and employees..