Over the last few months we’ve been working on our 2023 Compensation Data and Technology Trends research that we update every two years. In this year’s findings, we uncovered some new areas of interest, from how and why companies adopt these technologies to how they are changing their use of data to support comp practices. [Update: get the new report here.]

In the graphic below snipped from the final report that will be published soon, we outline seven of the differentiators between high-performing firms (those with better revenue, retention, and engagement measures relative to their peers) and the rest. The points cover critical areas like:

  • Adoption of technology to support compensation strategy and decisions
  • Use of data across a wide variety of types and applications
  • ¬†Focus on pay equity as a business practice, not just a separate program
  • And more

This is based on research of over 1,000 employers across virtually every industry and organizational size by headcount.

chart of compensation actions for high-performing companies

We saw very strong links in the research that indicate employers who are prioritizing pay transparency and pay equity are more likely to be high-performing overall.

These practices ultimately offer a helpful set of guidelines for organizations looking to establish themselves as high performers, especially when it comes to talent management practices.

Key Takeaways from Our Analysis

Employers that want to level up their compensation practices have to do so as part of a holistic strategy. This can’t be a half baked approach that just involves maxing out wages at what the market allows. Even mature, well-organized compensation teams across all company sizes say that they have faced struggles in the last few years due to wage compression, changing demands for pay transparency, and other priorities.

Beyond that, we’re seeing a very intriguing rise of companies using additional traditional (salary surveys) and nontraditional (job posting data, HRIS-driven comp data) sources of information for compensation decisions. Just like AI has created a sort of arms race for data to train algorithms, compensation practices in the last few years have required employers to take that same approach to comp data, gathering as many sources as possible to make accurate, timely decisions about pay.

Stay tuned for the final report coming soon with more than 100 pages of research, analysis, landscape profiles of comp providers, and more. If you have questions about the research or want to know more about how it applies to your organization, don’t hesitate to reach out.