Leadership and Management

Designing Fair Pay Structures and Achieving Workplace Equity

A senior-level treatment of fair pay structures and equity, focused on what changes outcomes.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Designing Fair Pay Structures and Achieving Workplace Equity
5days

About the programme

Course Overview

Authority is granted by the organisation; credibility in fair pay structures and equity is earned separately. When structures and equity is unclear, people default to protecting their own function. Participants gain a clear basis for measuring what the organisational leadership discipline has actually achieved. Plans for fair pay structures and equity often fail at the handover point between functions. Mature organisations treat this aspect of organisational leadership as a standing capability rather than a project that finishes. Participants leave with a method for structures and equity, not a set of opinions about it. The material serves both public bodies and commercial organisations dealing with fair pay structures and equity. The programme uses small-group work so that each participant's treatment of structures and equity is examined, not just described. Participants finish with a short, specific brief on the organisational leadership capability ready to put in front of a decision maker.

Expected Learning Outcomes

  • Translate fair pay structures and equity into objectives each person can see themselves in.

  • Delegate responsibility for structures and equity without losing sight of the outcome.

  • Design a training and briefing approach that sustains competence in fair pay structures and equity.

  • Agree the first three actions on structures and equity that will be taken on returning to work.

  • Document decisions about fair pay structures and equity in a form that remains useful after the people change.

  • Review your own performance on structures and equity as rigorously as you review others'.

  • Build the trust that makes candid feedback about fair pay structures and equity possible.

Who Should Attend

  • Public sector managers applying fair pay structures and equity within institutional constraints.

  • Project and programme managers whose success depends on structures and equity.

  • Managers of geographically distributed teams handling fair pay structures and equity.

  • Training and development staff building internal capability in structures and equity.

  • Founders and owner-managers formalising fair pay structures and equity as the organisation grows.

  • Compliance and governance staff whose remit includes structures and equity.

Course Modules

Open any module to see its sessions and topics.

01

Fair pay structures and equity: measuring whether leadership actually changed anything

2 sessions · 8 points

Session 1What to measure in fair pay structures and equity and what to ignore

  • Agree what will be standardised in fair pay structures and equity and what will not.
  • Identify your successor for structures and equity and the gap they need to close.
  • Check whether incentives anywhere reward behaviour that undermines fair pay structures and equity.
  • Assign responsibility for keeping documentation of structures and equity current.

Session 2Building someone who can run structures and equity without you

  • Map the handovers in fair pay structures and equity between functions and secure them.
  • Test whether the team can explain structures and equity in their own words.
  • Recognise publicly one person whose work on fair pay structures and equity went unnoticed.
  • Rehearse the briefing on structures and equity that would follow an incident.
02

Structures and equity: influence across functions you do not control

2 sessions · 8 points

Session 1Saying the thing about structures and equity that nobody wants to say

  • Identify which function can quietly block fair pay structures and equity and address it directly.
  • Establish the boundary of structures and equity and record what sits outside it.
  • Agree the standard on fair pay structures and equity and confirm it applies to everyone.
  • Assess the workload structures and equity adds and what you will remove to make room.

Session 2Who answers for structures and equity, and to whom

  • Ask the team what they think is wrong with the plan for fair pay structures and equity.
  • Define acceptance criteria for structures and equity in advance.
  • Set the decision rights on fair pay structures and equity: who decides, who is consulted, who is told.
  • Distinguish symptoms from causes when structures and equity underperforms.
03

Structures and equity: building the bench and letting go

2 sessions · 8 points

Session 1Holding the line on structures and equity when it costs you

  • Draft the minimum viable leadership plan for fair pay structures and equity.
  • Review a past decision on structures and equity and state honestly what you would change.
  • Name the person accountable for each part of fair pay structures and equity, not the committee.
  • Plan the sequence in which improvements to structures and equity will be introduced.

Session 2The paperwork for fair pay structures and equity that is actually needed

  • Prepare how you will respond when fair pay structures and equity is challenged publicly.
  • Collect evidence on the present handling of structures and equity before proposing changes.
  • Decide the point at which you would escalate fair pay structures and equity.
  • Set the review interval for structures and equity and who attends.
04

Structures and equity: deciding under pressure and incomplete information

2 sessions · 8 points

Session 1Delegating structures and equity without abandoning it

  • Confirm that contractual obligations around fair pay structures and equity are understood.
  • Agree the indicators that will show whether structures and equity is improving.
  • Write down the reasoning behind your position on fair pay structures and equity.
  • Decide what you will delegate on structures and equity and what you will not, and say why.

Session 2Deciding on structures and equity when the information will never be complete

  • Check that fair pay structures and equity still works when volumes rise unexpectedly.
  • Give one piece of specific feedback on structures and equity within the week.
  • Estimate the resource fair pay structures and equity requires to run as designed.
  • Check that records of structures and equity answer the questions likely to be asked.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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