Building a Defensible Pay Structure
Disclaimer: This course provides general benchmarking methodology and is not legal, HR, or compliance advice. Compensation decisions carry jurisdiction-specific legal requirements. Consult qualified HR or legal counsel before implementing pay corrections.The strongest performer in your team just got an outside offer. Your counter-offer fell ten thousand dollars short of market, and now you're not just losing them. You're paying to replace them, with no idea whether the same gap exists for three other people on your team.Building a defensible pay structure is a structured 3-lesson methodology for finding out what you're actually supposed to be paying before someone walks out the door over it.After taking the course, you can: Learn the three-source benchmarking method. Choose a defensible compensation philosophy for high-versus-low institutional knowledge roles. Learn how to deliver the correction conversation. Who It is for: Operations Manager or Director responsible for team compensation decisions. HR Business Partners without formal comp/benefits training. Founders making compensation decisions without a people function yet. Team leads asked to justify a counteroffer on short notice. Anyone who's been asked, "Am I being paid fairly?" with no good answer ready. Frequently Asked Questions1] Is this legal advice for compensation decisions?No. This is benchmarking methodology only. Consult qualified HR or legal counsel for jurisdiction-specific compliance questions, particularly around pay equity law in your region.2] What's the difference between the 50th and 75th percentile philosophy, and how do I choose?The course ties this directly to institutional knowledge, based on context and replacement probability - high v/s low.3] Do I need a full HR system to use this, or does it work for a 10-person team?The three-source method and the worksheet work at any team size. It is manual and not dependent on HR software.4] How often should I re-run this benchmarking process?You should run this benchmarking process annually at least, or any time you learn of a market-rate shift in your industry or a key departure that suggests a gap exists elsewhere on the team.
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