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Pay equity playbook


To get the most out of this playbook, gather a group of people in your organization who interested in the topic of pay equity (preferably this would include a few people in leadership roles who can impact org-wide changes).


Step 1: Make a copy of this guide

Make a customizable copy of this playbook for yourself or your organization

Make a copy now

Rename the doc by replacing the doc title,
‘Insights from Renegade Partner's CPO on how to eliminate pay inequity
, with a new title, like ‘
{Your Company’s} Pay Equity Playbook
’.



Step 2: Share Pay Equity Checkup questionnaire to gather feedback

Take the
, then share it with your HR leader, founder, or other manager(s) in the organization you trust. This is critical springboard for the rest of your conversations.


Step 3: Meet as a group to go through the playbook

Agree on a regular time to meet as a group (over the next month or quarter) to discuss each of the topics covered in the playbook.

Each section covers one key pillar of pay equity practices and includes:
A quick overview of the Key Principles associated to that pillar
Conversation Starters
A list of Tools/Resources


3 Key pillars of pay equity






* 👉🏽 A note to employees without managerial responsibilities who want to influence change within your company:

Ask your company’s HR department to do a pay equity study.
If they have done one already, ask what actions were taken as a result and how the company plans to ensure pay equity going forward. Pay equity work is not a one-time effort, because inequity is constantly being reintroduced through bias.
Leverage the expertise and support of people outside of the organization
— professional investors, private boards, and consulting firms to examine pay equity and conduct regular pay equity reviews.
I
f your company uses performance ratings, ask the HR team to study ratings outcomes based on race and gender to ensure that there isn’t systemic bias.
This is a simple analysis that ensures that rating distributions mirror Black employees’ representation.
Ask your colleagues clarifying questions when they use nonspecific language to discuss an employee’s performance in your presence, especially for under-represented groups.
Bias and discrimination hide in blurry language.

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