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Waves of new pay transparency laws have been enacted in several states over the past few years. The trend continues in 2023 as California, Washington, and New York join states like Rhode Island, Colorado, and Maryland, requiring employers to disclose wage ranges on all advertised job postings. The exact details of wage transparency laws differ based on state and locality, but broadly they are all aimed at increasing pay equity.
Your perspective on these new laws may depend largely on which side you are of the employer-employee relationship.
For employees, knowing what their colleagues earn means the potential to push for equal pay or raises and better advocate for themselves. Likewise, job seekers can make more informed decisions and negotiate better salaries and benefits.
Additionally, the new laws can help address wage disparities and pay discrimination, which can disproportionately affect historically marginalized groups.
There are even some benefits for employers, such as higher employee morale, retention rates, and reputational advantages. At the same time, the new requirements present several challenges for those doing the hiring.
Regardless, pay transparency laws are catching on across the nation, and employers who are or will become subject to them need to be proactive about compliance.
In this post, we’ll delve deeper into the new wage transparency laws and what employers need to know about pay transparency laws in 2023.
By requiring employers to disclose pay data to their employees or the public, salary transparency laws seek to reduce wage gaps based on gender, race, and other factors: greater salary information helps employees better understand their worth and negotiate fair compensation. Salary transparency laws can also help employers identify and address pay disparities within their organizations, promoting greater fairness and equality in the workplace.
In 2022, women earned an average of 82% of what men earned, according to the Pew Research Center — a statistic that, shockingly, has changed little in two decades (in 2002, women’s earnings averaged 80% of men’s).
The gender-based wage gap is even wider for women of color, with Black women earning 70% as much as white men in 2022 and Hispanic women making only 65% last year. Likewise, stubborn wage disparities have existed along racial lines for decades. For example, the median wage of white workers of any gender grew by 20.0% between 1979 and 2019, while the median wage of Black workers grew by only 5.2% per year over the same period.
Reducing those disparities is undeniably worthwhile; another benefit of salary transparency laws is that they can improve employee morale and job satisfaction. Furthermore, employers who implement salary transparency policies often enjoy greater trust and loyalty from their employees.
Nevertheless, for employers, salary transparency laws can come with significant disadvantages.
One major challenge for employers is the potential for increased litigation and compliance costs. Employers may face legal action if they fail to comply with the new laws or if employees believe they are being paid unfairly. This could result in costly lawsuits and legal fees.
Another challenge is the administrative burden of collecting and reporting pay data. Employers may need to invest in new software or systems to collect and manage the data effectively, which can be time-consuming and costly. Additionally, employers may be concerned about the privacy of their employees’ pay data, particularly if it becomes publicly available.
Salary transparency laws may also lead to internal discord; if pay disparities are identified, employers may struggle to address them without causing resentment among those who feel they are being paid unfairly. This can ultimately affect employee retention and recruitment efforts, too.
Lastly, employers may worry about the potential for competitive disadvantage. If their pay data becomes public, competitors may use that information to poach their top talent or undercut them in salary negotiations with job candidates. This can make it challenging for employers to remain competitive and retain their best employees.
As of last month, eight states had enacted (and fifteen were considering) salary transparency laws — New York’s salary range transparency legislation goes into effect in September of this year, joining California, Rhode Island, Maryland, Colorado, Connecticut, Nevada, and Washington. In addition, some localities have enacted measures.
It’s important to note that the specifics of the laws vary by state, including which employers are affected, what pay information is required to be disclosed, and to whom it must be disclosed. But they generally require employers to disclose pay data or post it publicly upon request. Some of these states have implemented laws that require public sector employers to disclose pay data, while others need both public and private employers to do so. Some laws also prohibit employers from retaliating against employees who discuss their pay or inquire about pay data.
Employers should carefully review the laws in their respective states to ensure compliance. Moreover, as of 2023, more states are expected to follow suit and implement salary transparency laws — so even if your state does not currently have such laws, it’s a good idea to pay attention to any legislative proposals or developments that could impact your company.
Employers can take several steps to implement pay transparency policies and ensure they comply with state laws. Here are some general guidelines:
By taking these steps, employers can establish a pay transparency policy that complies with state laws and promotes pay equity and fairness in the workplace.
In some states, employers who violate these laws can face fines, penalties, and even legal action from employees. For example, in California, the Labor Commissioner may assess civil penalties from $100 up to $10,000 for violations, to say nothing of potential lawsuits.
Moreover, non-compliance can also have reputational and cultural consequences for employers. Failure to comply with pay transparency laws can damage an employer’s reputation and erode trust among employees, customers, and other stakeholders. It can also create a negative culture where employees feel undervalued and disengaged, leading to turnover and difficulty attracting new talent.
In addition to these consequences, non-compliance can lead to a loss of productivity and revenue. Employers may face disruptions, lawsuits, and other legal issues that can harm their bottom line and take away from their core business activities. Overall, employers must understand and comply with pay transparency laws to avoid these potential consequences.
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Jeff Coyle, CPA, Partner of Rosenberg Chesnov, has been with the firm since 2015. He joined the firm after 20 years of business and accounting experience where he learned the value of accurate reporting, using financial information as a basis for good business decisions and the importance of accounting for management.
He is a diligent financial professional, able to manage the details and turn them into relevant business leading information. He has a strong financial background in construction, technology, consulting services and risk management. He also knows what it takes to create organizations having built teams, grown companies and designed processes for financial analysis and reporting.
His business experience includes:
Creating and preparing financial reporting, budgeting and forecasting.
Planning and preparation of GAAP and other basis financial statements.
Providing insight on financial results and providing advice based on those results.
Jeff also has a long history of helping individuals manage their taxes and plan their finances including:
Income tax planning and strategy.
Filing quarterly and annual taxes.
Audit support.
General financial and planning advice.
Prior to joining the firm in 2015, Jeff was in the private sector where he held senior financial and management positions including Controller and Chief Financial Officer. He has experience across industries, including construction, technology and professional services which gives him a deep understanding of business.
Jeff graduated from Montclair State University, he is a CPA and member of the American Institute of Certified Public Accountants, New York State Society of Certified Public Accountants and New Jersey State Society of Public Accountants.
Jody H. Chesnov, CPA, Managing Partner of Rosenberg Chesnov, has been with the firm since 2004. After a career of public accounting and general management, Jody knows the value of good financials. Clarity, decision making, and strategy all start with the facts – Jody has been revealing the facts and turning them into good business results for more than three decades.
He takes a pragmatic approach to accounting, finance and business. His work has supported many companies on their path to growth, including helping them find investors, manage scaling and overcome hurdles. His experience and passion for business reach beyond accounting and he helps businesses focus on what the numbers mean organizationally, operationally and financially.
He has a particular expertise in early-stage growth companies. His strengths lie in cutting through the noise to come up with useful, out of the box, solutions that support clients in building their businesses and realizing their larger visions.
Prior to joining the firm in 2004, Jody was in the private sector where he held senior financial and management positions including General Manager, Chief Financial Officer and Controller. He has experience across industries, which gives him a deep understanding of business.
Jody graduated with a BBA in Accounting from Baruch College, he is a CPA and member of the American Institute of Certified Public Accountants and New York State Society of Certified Public Accountants.
In addition to delivering above and beyond accounting results, Jody is a member of the NYSCPA’s Emerging Tech Entrepreneurial Committee (ETEC), Private Equity and Venture Capital Committee and Family Office Committee.
He is an angel investor through the Westchester Angels, and has served as an advisor for many startup companies and as a mentor through the Founders Institute.