Last May 12th I was able to attend a very interesting conference on Transportation Transfer organized by ORH, 𝗣𝗲𝗼𝗽𝗹𝗲𝗺𝗮𝘁𝘁𝗲𝗿𝘀, 𝗟𝗮𝗯𝗼𝗿𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝘆 𝗠𝘂𝘁𝘂𝗮𝗹𝗶𝗱𝗮𝗱 (the event was at their headquarters). The day was of particular interest to me and our HR project of Tandem Global HR Consulting, like all the new developments that directly affect us in the business world.
I came away from it with a pretty clear feeling:
The upcoming European directive isn't just about salaries. It's about trust, organizational coherence, and maturity in people management—something that shouldn't surprise us.
During the day, there was much discussion about regulations, salary audits, pay registers, collective bargaining, and the necessary communication with candidates and employees.
But, ultimately, almost all the interventions ended up landing on the same idea from different points of view:
Organizations will need to be able to explain the “why” of their compensation decisions.
Because the biggest challenge probably won't be teaching numbers.
It will be possible to justify them with objective, understandable and sustainable criteria over time.
And that's where many companies will discover that salary transparency doesn't start in an Excel spreadsheet, but much earlier:
➡️ in how positions are defined,
➡️ in how performance is evaluated,
➡️ in how it is promoted,
➡️ in how it communicates internally,
➡️ and whether there really is a perception of fairness within the organization.
I also found it interesting to see that some companies have been ahead in this area for years.
Organizations that have been working with salary structures, bands, compensation policies, or feedback culture for a long time will probably face this new scenario more naturally and with a significant advantage.
For others, the challenge will be deeper and not only legal, but also cultural and leadership-related.
Because pay transparency will force many managers and middle managers (the main stakeholders in this) to have conversations that were previously avoided:
-talking about salaries, pay differences, career expectations and growth criteria.
And that requires preparation, consistency… and a lot of communication.
I found it especially enriching to hear such different perspectives —business, unions, labor lawyers and social judiciary— because it became clear that we are facing a change that will directly impact labor relations in the coming years.
As a personal epilogue, a simple reflection: when an organization can clearly explain how and why it rewards, it usually also conveys something very valuable: credibility.
Thanks to the various organizers and speakers for a day that I found very practical, useful and connected to the reality that many companies are already experiencing.
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