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Across more than 130 countries and 40,000+ employees, the company holds itself to a clear standard — that people doing work of equal value should be paid equally, regardless of background or identity. When the EU Pay Transparency Directive arrived, JTI didn't scramble. But it did recognize that its existing pay equity methodology needed to change to comply with the new directive. ",[],{"type":39,"text":517,"spans":518,"direction":55},"Through PayAnalytics by beqom, JTI moved beyond its previous practices by introducing automation and real-time gap monitoring. 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Across more than 130 countries, the company operates according to five core principles: competitive pay, recognition of performance, flexibility and choice, transparency, and fairness and equity. Regardless of background or identity, employees who provide similar value should be rewarded equitably.",[],{"type":39,"text":575,"spans":576,"direction":55},"To support this, JTI implemented a structured pay equity methodology. The central rewards team calculated pay gaps and shared results with local People & Culture leads, who provided context and requested budget to address any identified gaps. For years, this process was underpinned by the EY Pay Equity Methodology, introduced in 2013 and anchored to a 5% threshold — a standard JTI had already set ahead of what legislation would later require.",[],{"type":39,"text":578,"spans":579,"direction":55},"But as the EU Pay Transparency Directive came into force, JTI recognised the limitations of its existing approach. It could not analyze pay equity by category of worker—a core Directive requirement—limiting the organization's ability to identify and address gaps at the required level of granularity. Furthermore, it lacked some capabilities, specifically the integration of multiple objective factors, multi-scenario impact modeling, and a structured framework for planning remediation budgets and actions.",[],{"type":510,"text":581,"spans":582,"direction":55},"Solution",[583],{"start":34,"end":584,"type":564,"data":585},8,{"label":586},"is-highlighted-green",{"type":568,"text":588,"spans":589,"direction":55},"A tool built for what the Directive demands",[],{"type":39,"text":591,"spans":592,"direction":55},"JTI expanded its use of PayAnalytics by beqom, accessing advanced capabilities that combine technology with deep pay equity expertise to address increasingly complex challenges. 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PayAnalytics by beqom identified opportunities to uplift — because the category-of-worker analysis revealed what aggregate figures had hidden.",[],{"type":568,"text":610,"spans":611,"direction":55},"A partnership built on expertise and adaptability ",[],{"type":39,"text":613,"spans":614,"direction":55},"When JTI came to PayAnalytics by beqom with specific requirements during the initial pilot, those needs were heard and addressed quickly. Building on the strong foundations established during the pilot project with the support of Willis Towers Watson, the PayAnalytics by beqom team brought hands-on support, deep knowledge of pay equity regulations across multiple markets, and the ability to move at pace — acting as a true partner rather than just a software provider. ",[],{"type":39,"text":616,"spans":617,"direction":55},"Functionalities evolved in response to client feedback, with the team partnering closely with JTI to address one of the more complex challenges posed by the Directive: how to communicate pay information directly to employees. The Pro package meaningfully improves pay explainability through functionalities such as Right to Information and pay explainability reports. Enhancing JTI’s existing transparency culture, strengthens confidence in pay decisions and reinforces trust in fair pay.",[],"article_text$c45f4e53-57d2-4458-9c3b-131a46550505",{"variation":504,"version":505,"items":620,"primary":621,"id":627,"slice_type":628,"slice_label":5},[],{"section_id":5,"quote":622,"description":623},"JTI’s strong progress and readiness for the EU Pay Transparency Directive, including pay gap compliance, have been enabled through our partnership with PayAnalytics by beqom. 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We’ll keep it updated regularly as the EU member states continue on their journeys towards full legal implementation of the Directive.",[1058],{"start":1042,"end":1059,"type":44},63,"Large","Green","article_text$c3e7e704-b1b6-4bba-b185-32c704710f92",{"variation":504,"version":505,"items":1064,"primary":1065,"id":1831,"slice_type":1832,"slice_label":5},[],{"introduction_text":1066,"heading_map_legend":1070,"country_list":1071},[1067],{"type":510,"text":1068,"spans":1069,"direction":55},"EU Pay Transparency Directive transposition activity by member state",[],"Transposition Stage",[1072,1092,1162,1177,1189,1209,1234,1263,1285,1312,1344,1367,1388,1400,1444,1495,1516,1544,1556,1594,1649,1674,1695,1718,1744,1756,1777],{"euptd_page":1073,"country_code":1074,"stage":1075,"member_state":1076,"status":1077,"draft_legislation":1086,"final_legislation":1086,"effective_date":1087,"resources":1091},{"link_type":94},"at","Low or no activity","Austria",[1078],{"type":39,"text":1079,"spans":1080,"direction":55},"As of our most recent update, there is no known transposition activity in Austria. However, the country has current legislation in effect. The existing legislation requires employers with over 150 employees to provide employees with a pay report.",[1081],{"start":1082,"end":1083,"type":50,"data":1084},108,127,{"link_type":52,"url":1085,"target":1017},"https:\u002F\u002Fwww.bundeskanzleramt.gv.at\u002Fen\u002Fagenda\u002Fwomen-and-equality\u002Fgender_equality_in_the_labour_market\u002Fpay_transparency.html","No",[1088],{"type":39,"text":1089,"spans":1090,"direction":55},"TBC",[],[],{"euptd_page":1093,"country_code":1094,"stage":1095,"member_state":1096,"status":1097,"draft_legislation":1141,"final_legislation":1141,"effective_date":1142,"resources":1146},{"link_type":94},"be","Full or partial transposition","Belgium",[1098,1104,1107,1110,1113,1124,1128,1131,1135,1138],{"type":39,"text":1099,"spans":1100,"direction":55},"A motion for a resolution was submitted to the Belgian Chamber of Representatives on January 2026, regarding the implementation of the European Union Directive on pay transparency (Directive (EU) 2023\u002F970).\nMain points in the proposal:",[1101],{"start":1102,"end":1103,"type":44},85,97,{"type":594,"text":1105,"spans":1106,"direction":55},"Avoid \"gold-plating\": Not create new legislation that goes beyond the strict requirements of the EU Directive.",[],{"type":594,"text":1108,"spans":1109,"direction":55},"Legislative adjustments: Limit actions in the private sector to minor textual changes to existing social laws while extending pay transparency to all federal public employment following the example of the Flemish draft.",[],{"type":594,"text":1111,"spans":1112,"direction":55},"Screen administrative burdens: Propose a thorough screening of increasing administrative burdens at the informal European summit on February 12, 2026, to protect business competitiveness.",[],{"type":39,"text":1114,"spans":1115,"direction":55},"In early June 2026, Belgium sent a letter (co-signed by the Minister for Employment and the Minister for Equal Opportunities) to the EU Commission formally requesting a six-month extension to complete its transposition.",[1116,1118,1121],{"start":563,"end":1117,"type":44},18,{"start":1119,"end":1120,"type":44},147,168,{"start":1122,"end":1123,"type":44},169,188,{"type":39,"text":1125,"spans":1126,"direction":55},"French Community of Belgium",[1127],{"start":34,"end":1042,"type":44},{"type":39,"text":1129,"spans":1130,"direction":55},"In September 2024, this region, also known as the Wallonia-Brussels Federation or Fédération Wallonie-Bruxelles, became the first EU jurisdiction to transpose the EU Pay Transparency Directive into law.",[],{"type":39,"text":1132,"spans":1133,"direction":55},"Flanders",[1134],{"start":34,"end":584,"type":44},{"type":39,"text":1136,"spans":1137,"direction":55},"In late 2025, the Flemish government published a draft decree partially transposing the Directive for the public sector.",[],{"type":39,"text":1139,"spans":1140,"direction":55},"Additionally, Belgium has other pay equity and transparency legislation in effect. The required annual audit, which companies are required to send to the National Bank, must include the pay difference between men and women. Companies with 50 or more employees also need to submit a more detailed pay structure analysis every two years.",[],"Yes, but partial",[1143],{"type":39,"text":1144,"spans":1145,"direction":55},"January 2027",[],[1147,1154],{"type":39,"text":1148,"spans":1149,"direction":55},"We go into Belgium's transposition activity in more depth in this article, including updates on the French Community.",[1150],{"start":1151,"end":708,"type":50,"data":1152},11,{"link_type":52,"url":1153,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fblog\u002Fbelgium-pay-equity-laws-eu-pay-transparency-directive",{"type":39,"text":1155,"spans":1156,"direction":55},"For updates on the Flemish Region, see this article.",[1157],{"start":1158,"end":1159,"type":50,"data":1160},39,51,{"link_type":52,"url":1161,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Feu-pay-transparency-flanders-takes-partial-action-beqom-emyje\u002F?trackingId=ZwoFAgFjRIiL7i%2F1wl7Atw%3D%3D",{"euptd_page":1163,"country_code":1164,"stage":1165,"member_state":1166,"status":1167,"draft_legislation":1171,"final_legislation":1086,"effective_date":1172,"resources":1176},{"link_type":94},"bg","On track","Bulgaria",[1168],{"type":39,"text":1169,"spans":1170,"direction":55},"In May 2026, Bulgaria published a draft law to implement the Directive, which is open for consultation until June 2nd. This small window reflects the country's aim to adhere to the Directive's deadline of June 7th, 2026.",[],"Yes",[1173],{"type":39,"text":1174,"spans":1175,"direction":55},"June 7th, 2026",[],[],{"euptd_page":1178,"country_code":1179,"stage":1075,"member_state":1180,"status":1181,"draft_legislation":1086,"final_legislation":1086,"effective_date":1185,"resources":1188},{"link_type":94},"hr","Croatia",[1182],{"type":39,"text":1183,"spans":1184,"direction":55},"As of our most recent update, there is no known transposition activity in Croatia.",[],[1186],{"type":39,"text":1089,"spans":1187,"direction":55},[],[],{"euptd_page":1190,"country_code":1191,"stage":1165,"member_state":1192,"status":1193,"draft_legislation":1171,"final_legislation":1086,"effective_date":1197,"resources":1201},{"link_type":94},"cy","Cyprus",[1194],{"type":39,"text":1195,"spans":1196,"direction":55},"The Department of Labor Relations published a draft law transposing the Directive's requirements into law. The draft is currently under consultation and is expected to go into effect on June 1st, 2026",[],[1198],{"type":39,"text":1199,"spans":1200,"direction":55},"June 1st, 2026",[],[1202],{"type":39,"text":1203,"spans":1204,"direction":55},"Read all the details of Cyprus' transposition draft in our article.",[1205],{"start":1206,"end":1159,"type":50,"data":1207},24,{"link_type":52,"url":1208,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Fpay-transparency-legislation-cyprus-beqom-ub1ue\u002F?trackingId=2c3XCPmxQ7Sd9i2R%2F%2BP7PQ%3D%3D",{"euptd_page":1210,"country_code":1211,"stage":1212,"member_state":1213,"status":1214,"draft_legislation":1171,"final_legislation":1086,"effective_date":1221,"resources":1225},{"link_type":94},"cz","Delays announced","Czech Republic",[1215],{"type":39,"text":1216,"spans":1217,"direction":55},"On March 16th, the Ministry of Labour and Social Affairs (MPSV) introduced a draft amendment to the Labour Code to implement the Directive. The country has opted for a minimalist approach, sticking to the minimum Directive requirements to ease the burden on employers. However, the country is joining the delay trend, setting the effective date to January 1st, 2027.",[1218],{"start":1219,"end":1220,"type":44},348,365,[1222],{"type":39,"text":1223,"spans":1224,"direction":55},"January 1st, 2027",[],[1226],{"type":39,"text":1227,"spans":1228,"direction":55},"More details on Czech Republic's pay transparency legislation changes.",[1229],{"start":1230,"end":1231,"type":50,"data":1232},16,69,{"link_type":52,"url":1233,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Fczechia-unveils-eu-pay-transparency-draft-joins-delays-trend-beqom-nhujf\u002F?trackingId=gRFE35E1RiKzTAdGIYIX5Q%3D%3D",{"euptd_page":1235,"country_code":1236,"stage":1212,"member_state":1237,"status":1238,"draft_legislation":1171,"final_legislation":1086,"effective_date":1251,"resources":1254},{"link_type":94},"dk","Denmark",[1239,1242,1245,1248],{"type":39,"text":1240,"spans":1241,"direction":55},"Denmark published its draft proposal in February 2026.",[],{"type":39,"text":1243,"spans":1244,"direction":55},"Following the delay trend like the Netherlands, the Danish draft is expected to come into effect in January 2027, with the first round of reporting due by September 2028.",[],{"type":39,"text":1246,"spans":1247,"direction":55},"Key provisions in the transposition draft include using DISCO codes for job classification (although they won't be valid as a \"work of equal value\" framework), a new monitoring body, and pay transparency before salary negotiations.",[],{"type":39,"text":1249,"spans":1250,"direction":55},"The country also has current legislation in effect, requiring employers with 35 or more employees to provide employees with a pay report.",[],[1252],{"type":39,"text":1144,"spans":1253,"direction":55},[],[1255],{"type":39,"text":1256,"spans":1257,"direction":55},"We go into more detail in this article about Denmark's proposed implementation of the EU Pay Transparency Directive.",[1258],{"start":1259,"end":1260,"type":50,"data":1261},45,115,{"link_type":52,"url":1262,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Fdenmarks-eu-directive-draft-other-compliance-updates-beqom-ifrof\u002F?trackingId=447RUHGnieRUi%2B9HuKQjFA%3D%3D",{"euptd_page":1264,"country_code":1265,"stage":1095,"member_state":1266,"status":1267,"draft_legislation":1141,"final_legislation":1141,"effective_date":1280,"resources":1284},{"link_type":94},"ee","Estonia",[1268,1271,1274,1277],{"type":39,"text":1269,"spans":1270,"direction":55},"In April 2026, the Minister of Economic Affairs requested that the EU Commission postpone the Directive's deadline to reduce the administrative burden on employers. However, one week later, the Ministry of Economic Affairs proposed some legislative amendments to current laws that would implement some parts of the Directive, including salary range disclosure and a ban on salary confidentiality and salary history questions.",[],{"type":39,"text":1272,"spans":1273,"direction":55},"In July 2026, the country implemented 837 SE, which partially transposes parts of the Directive, including pay disclosure to job applicants, a ban on salary history inquiries, equal pay obligations, and a prohibition on pay secrecy clauses.",[],{"type":39,"text":1275,"spans":1276,"direction":55},"The country has asked for a two-year delay to implement the Directive's reporting requirements.",[],{"type":39,"text":1278,"spans":1279,"direction":55},"The government is currently developing a digital solution, called Palagapeegel or Pay Mirror, that employers will use for their reporting activity when the transposed legislation takes effect in 2026.",[],[1281],{"type":39,"text":1282,"spans":1283,"direction":55},"July 13th, 2026",[],[],{"euptd_page":1286,"country_code":1287,"stage":1212,"member_state":1288,"status":1289,"draft_legislation":1171,"final_legislation":1086,"effective_date":1302,"resources":1305},{"link_type":94},"fi","Finland",[1290,1293,1299],{"type":39,"text":1291,"spans":1292,"direction":55},"In May 2026, Finland's Ministry of Social Affairs and Health updated the project schedule for the legislation that will transpose the Directive.",[],{"type":39,"text":1294,"spans":1295,"direction":55},"In July 9th, 2026, the country submitted a formal government proposal to Parliament, that amends several existing laws to transpose the Directive. The proposal is intended to enter into force on January 1st, 2027.",[1296],{"start":1297,"end":1298,"type":44},195,212,{"type":39,"text":1300,"spans":1301,"direction":55},"The draft legislation would enact a full transposition of the EU Directive by amending Finland’s existing Act on Equality Between Women and Men. The government holds that this legislation is at the minimum level required by the Directive; however, a few employer groups disagree.",[],[1303],{"type":39,"text":1223,"spans":1304,"direction":55},[],[1306],{"type":39,"text":1307,"spans":1308,"direction":55},"See our full article for a few nuances of the draft legislation.",[1309],{"start":584,"end":1041,"type":50,"data":1310},{"link_type":52,"url":1311,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Ffinland-transposes-eu-pay-transparency-directive",{"euptd_page":1313,"country_code":1314,"stage":1212,"member_state":1315,"status":1316,"draft_legislation":1171,"final_legislation":1086,"effective_date":1334,"resources":1337},{"link_type":94},"fr","France",[1317,1320,1325,1328],{"type":39,"text":1318,"spans":1319,"direction":55},"Current legislation in France dates to 2018 and is based on the nation’s gender equality index. The law mandates that employers with over 50 employees must submit an annual pay gap report.",[],{"type":39,"text":1321,"spans":1322,"direction":55},"In March 2026, the nation’s government drafted new legislation to update its index and align it with the Directive’s key requirements. This includes the pay transparency mandates, rules for pay assessments if an employer’s gender pay gap is over 5%, and fines for noncompliance.",[1323],{"start":1158,"end":1324,"type":44},133,{"type":39,"text":1326,"spans":1327,"direction":55},"The planned legislation exceeds the Directive’s minimum requirements in one area. While the Directive states that employers with 100 or more employees must report their pay gap metrics, France plans to keep its current reporting threshold of 50 employees.",[],{"type":39,"text":1329,"spans":1330,"direction":55},"In June 2026, the French government circulated a revised version of its draft transposition law to social partners. The Ministry of Labour is aiming for adoption by the end of 2026 or in early 2027, with a progressive entry into force between late 2026 and January 1st, 2028.",[1331],{"start":1332,"end":1333,"type":44},257,274,[1335],{"type":39,"text":1223,"spans":1336,"direction":55},[],[1338],{"type":39,"text":1339,"spans":1340,"direction":55},"For more detail on the current pay equity reporting requirements in France, see our local requirements page.",[1341],{"start":443,"end":709,"type":50,"data":1342},{"link_type":52,"url":1343,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Flocal-requirements\u002Ffrance",{"euptd_page":1345,"country_code":1346,"stage":1212,"member_state":1347,"status":1348,"draft_legislation":1086,"final_legislation":1086,"effective_date":1355,"resources":1358},{"link_type":94},"de","Germany",[1349,1352],{"type":39,"text":1350,"spans":1351,"direction":55},"In October 2025, a German government committee issued a report that provides guidance on EU Directive transposition. Based on the recommendations, Germany’s new pay transparency and equity requirements would stay fairly close to the Directive’s set thresholds. The committee also recommends digital tools, like reporting portals and pay gap analysis tools, to ease the administrative burden on employers. Pay equity experts speculate that reporting will not be required until 2027. ",[],{"type":39,"text":1353,"spans":1354,"direction":55},"Germany already has pay transparency legislation in place: the 2017 Transparency in Wage Structures Act (Entgelttransparenzgesetz) requires all organizations with over 200 employees to be ready to provide pay structure information to employees on request, including information about how that individual’s pay is determined. Employers with over 500 employees are required to report on gender equality and equal pay every few years.",[],[1356],{"type":39,"text":1089,"spans":1357,"direction":55},[],[1359],{"type":39,"text":1360,"spans":1361,"direction":55},"For more information, check out our article on Germany's pay transparency and pay equity law and reporting.",[1362],{"start":1363,"end":1364,"type":50,"data":1365},32,43,{"link_type":52,"url":1366,"target":54},"https:\u002F\u002Fwww.beqom.com\u002Fblog\u002Fgermany-pay-equity-transparency-laws",{"euptd_page":1368,"country_code":1369,"stage":1095,"member_state":1370,"status":1371,"draft_legislation":1171,"final_legislation":1171,"effective_date":1383,"resources":1387},{"link_type":94},"gr","Greece",[1372],{"type":39,"text":1373,"spans":1374,"direction":55},"On June 3rd, Greece published a draft transposition law, which was open for public consultation until June 17th, 2026, and passed into law by Parliament on July 6th, 2026. The bill became effective upon publication, but some provisions will enter into force on November 1st, 2026.",[1375,1377,1380],{"start":1363,"end":1376,"type":44},55,{"start":1378,"end":1379,"type":44},102,117,{"start":1381,"end":1382,"type":44},261,279,[1384],{"type":39,"text":1385,"spans":1386,"direction":55},"July 6th, 2026 (Articles 8-20 and 27 on November 1st, 2026)",[],[],{"euptd_page":1389,"country_code":1390,"stage":1075,"member_state":1391,"status":1392,"draft_legislation":1086,"final_legislation":1086,"effective_date":1396,"resources":1399},{"link_type":94},"hu","Hungary",[1393],{"type":39,"text":1394,"spans":1395,"direction":55},"As of our most recent update, there is no known transposition activity in Hungary.",[],[1397],{"type":39,"text":1089,"spans":1398,"direction":55},[],[],{"euptd_page":1401,"country_code":1402,"stage":1212,"member_state":1403,"status":1404,"draft_legislation":1141,"final_legislation":1086,"effective_date":1432,"resources":1435},{"link_type":94},"ie","Ireland",[1405,1413,1418,1421,1429],{"type":39,"text":1406,"spans":1407,"direction":55},"On May 26th, 2026, Ireland's Minister Norma Foley of the Department of Children, Disability and Equality formally confirmed that Ireland will not meet the June 7th deadline. The European Commission has been formally notified of the delay.",[1408,1410],{"start":884,"end":1409,"type":44},17,{"start":1411,"end":1412,"type":44},129,172,{"type":39,"text":1414,"spans":1415,"direction":55},"Previous transposition updates",[1416],{"start":34,"end":1417,"type":44},30,{"type":39,"text":1419,"spans":1420,"direction":55},"On January 15th, 2025, Ireland published draft legislation that would partially transpose the EU Directive, specifically with regard to its pay transparency provisions. The first provision of this legislation would require a remuneration rate or range in all job postings. The second would prohibit employers from asking applicants about their pay history. There is no official information about when this draft legislation will be considered. ",[],{"type":39,"text":1422,"spans":1423,"direction":55},"The draft legislation does not address pay gap reporting requirements. Ireland does already have legislation in this area; see our local resources page for more detail. ",[1424],{"start":1425,"end":1426,"type":50,"data":1427},131,151,{"link_type":52,"url":1428,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Flocal-requirements\u002Fireland",{"type":39,"text":1430,"spans":1431,"direction":55},"As of June 1st, 2025, all organizations with over 50 employees are required to report. The current reporting requirement specifies that employers must report gender pay gaps (mean and median), statistics on benefits in kind and bonuses, and gender distribution in each salary quartile. Since the EU Directive lays out more specific and detailed reporting requirements, Ireland is expected to change its reporting legislation to make it Directive-compliant.",[],[1433],{"type":39,"text":1089,"spans":1434,"direction":55},[],[1436],{"type":39,"text":1437,"spans":1438,"direction":55},"For more information on Ireland's transposition activity, see our in-depth article.",[1439],{"start":1440,"end":1441,"type":50,"data":1442},66,82,{"link_type":52,"url":1443,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fireland-eu-pay-transparency-directive-pay-gap-reporting",{"euptd_page":1445,"country_code":1464,"stage":1095,"member_state":1465,"status":1466,"draft_legislation":1171,"final_legislation":1171,"effective_date":1483,"resources":1487},{"id":1446,"type":1447,"tags":1448,"lang":14,"slug":1449,"first_publication_date":1450,"last_publication_date":1451,"uid":1452,"url":1453,"data":1454,"link_type":94,"key":1463,"isBroken":57},"alS_YBIAAC4Aiz9M","euptd_page",[119],"la-direttiva-ue-sulla-trasparenza-retributiva-in-italia-in-sintesi","2026-07-13T10:35:18+0000","2026-08-10T12:55:32+0000","italy","\u002Fit-it\u002Feuptd\u002Fitaly",{"meta_title":1455,"meta_description":1456,"meta_image":1457},"Italia: monitoraggio della Direttiva UE sulla trasparenza retributiva","L'Italia ha recepito la Direttiva UE sulla trasparenza retributiva con il D.Lgs. 96\u002F2026, con adattamenti specifici per il mercato del lavoro nazionale.",{"dimensions":1458,"alt":1459,"copyright":5,"url":1460,"id":1461,"edit":1462},{"width":28,"height":29},"Mappa d'Italia","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FQfl2KDWhCYQs5ypX_15_Italy_2400x1260.jpg?auto=format,compress","Qfl2KDWhCYQs5ypX",{"x":34,"y":34,"zoom":35,"background":36},"8b817085-8bf2-462a-b86e-b3afff7cbd12","it","Italy",[1467,1473,1480],{"type":39,"text":1468,"spans":1469,"direction":55},"On April 30th, Italy's Council of Ministers approved the final text of the legislative decree implementing the Directive, which is now awaiting the President's signature. Key requirements include a ban on pay secrecy clauses, mandatory pre-employment transparency, employees' right to information, and a 5% threshold for pay gaps.",[1470],{"start":1471,"end":1472,"type":44},44,67,{"type":39,"text":1474,"spans":1475,"direction":55},"The draft decree follows legal activity back in 2024 with the passing of Law no. 15\u002F2024, which laid the legal foundation for transposition and set a 2026 deadline.",[1476],{"start":708,"end":1477,"type":50,"data":1478},88,{"link_type":52,"url":1479,"target":1017},"https:\u002F\u002Fwww.gazzettaufficiale.it\u002Feli\u002Fid\u002F2024\u002F02\u002F24\u002F24G00027\u002FSG",{"type":39,"text":1481,"spans":1482,"direction":55},"Italy already has existing reporting requirements dating back to 2021, which requires employers with 50 or more employees to report on gender and pay data every two years.",[],[1484],{"type":39,"text":1485,"spans":1486,"direction":55},"2026",[],[1488],{"type":39,"text":1489,"spans":1490,"direction":55},"See our article for more information about Italy’s established reporting requirements and the new legislation.",[1491],{"start":1364,"end":1492,"type":50,"data":1493},109,{"link_type":52,"url":1494,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fitaly-pay-gap-reporting-eu-pay-transparency-directive-transposition",{"euptd_page":1496,"country_code":1497,"stage":1165,"member_state":1498,"status":1499,"draft_legislation":1171,"final_legislation":1086,"effective_date":1503,"resources":1507},{"link_type":94},"lv","Latvia",[1500],{"type":39,"text":1501,"spans":1502,"direction":55},"In Spring 2026, the Latvian government published a draft law transposing the Directive's requirements into national legislation. The draft aligns with the Directive's requirements. However, it doesn't specify an effective date for the requirements to come into force, which signals adherence to the Directive's timeline.",[],[1504],{"type":39,"text":1505,"spans":1506,"direction":55},"June 2026",[],[1508],{"type":39,"text":1509,"spans":1510,"direction":55},"For more information on Latvia's draft, read this article.",[1511],{"start":1512,"end":1513,"type":50,"data":1514},40,57,{"link_type":52,"url":1515,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Feu-directive-baltic-divide-dutch-pivot-beqom-mge9f\u002F",{"euptd_page":1517,"country_code":1518,"stage":1095,"member_state":1519,"status":1520,"draft_legislation":1171,"final_legislation":1171,"effective_date":1533,"resources":1536},{"link_type":94},"lt","Lithuania",[1521,1524,1527,1530],{"type":39,"text":1522,"spans":1523,"direction":55},"On May 20th, 2025, Lithuania published draft legislation that would partially transpose the EU Directive. This legislation builds on the existing framework of Lithuania’s Labour Code and Administrative Code.",[],{"type":39,"text":1525,"spans":1526,"direction":55},"On May 2026, the country published the final law transposing the Directive. While the effective date aligns with the 7th June 2026 deadline, some provisions have been pushed: the \"Right to Information\" requirement will enter into force on January 1st, 2027, and the first reporting deadline is set for March 1st, 2028.",[],{"type":39,"text":1528,"spans":1529,"direction":55},"The pre-existing legislation includes a gender pay gap reporting requirement for employers with 20 or more workers, and if the gap exceeds 5%, the organization is required to take action to close it. In terms of pay transparency, employers must provide salary range information for open jobs and cannot ask applicants or employees about salary history.",[],{"type":39,"text":1531,"spans":1532,"direction":55},"The draft legislation expands existing law and transposes many elements of the EU Directive. It includes the Directive’s pay transparency provisions that guarantee employees’ right to information, and it requires employers to have formal pay systems based on objective, gender-neutral criteria. Two of the Directive’s requirements (reporting and joint assessment) will need to be addressed separately.",[],[1534],{"type":39,"text":1174,"spans":1535,"direction":55},[],[1537],{"type":39,"text":1538,"spans":1539,"direction":55},"See our full discussion of Lithuania’s draft legislation.",[1540],{"start":1158,"end":1541,"type":50,"data":1542},56,{"link_type":52,"url":1543,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Flithuania-eu-pay-transparency-directive-transposition-updates",{"euptd_page":1545,"country_code":1546,"stage":1075,"member_state":1547,"status":1548,"draft_legislation":1086,"final_legislation":1086,"effective_date":1552,"resources":1555},{"link_type":94},"lu","Luxembourg",[1549],{"type":39,"text":1550,"spans":1551,"direction":55},"As of our most recent update, there is no known transposition activity in Luxembourg.",[],[1553],{"type":39,"text":1089,"spans":1554,"direction":55},[],[],{"euptd_page":1557,"country_code":1558,"stage":1095,"member_state":1559,"status":1560,"draft_legislation":1171,"final_legislation":1171,"effective_date":1581,"resources":1585},{"link_type":94},"mt","Malta",[1561,1567,1572,1575,1578],{"type":39,"text":1562,"spans":1563,"direction":55},"On June 5th, 2026, just two days before the Directive's deadline, Malta published Legal Notice 173 of 2026 — the Equal Pay (Transparency and Reporting) Regulations, 2026 — in the Government Gazette, which officially fully transposed the Directive. The regulations became effective upon publication.",[1564],{"start":1565,"end":1122,"type":1566},113,"em",{"type":39,"text":1568,"spans":1569,"direction":55},"Previous transposition activity",[1570],{"start":34,"end":1571,"type":44},31,{"type":39,"text":1573,"spans":1574,"direction":55},"Malta took initial steps towards transposing the EU Directive with a Legal Notice that was published by the Maltese parliament on June 27th, 2025 and took effect on August 27th, 2025.",[],{"type":39,"text":1576,"spans":1577,"direction":55},"The Legal Notice gives employees the right to request a written assessment between their pay level and the categories of workers performing the same work. (Note that this does not address the comparison to “work of equal value,” as required under the EU Directive.) The Legal Notice also entitles job-seekers to receive written information about the pay range, along with any relevant collective agreements, prior to starting employment.",[],{"type":39,"text":1579,"spans":1580,"direction":55},"In May 2026, a new debate started in the country regarding the transposition timeline. The Malta Employers Association (MEA) has requested a delay in the implementation, while the General Workers' Union (GWU) is opposing the delay.",[],[1582],{"type":39,"text":1583,"spans":1584,"direction":55},"June 5th, 2026",[],[1586],{"type":39,"text":1587,"spans":1588,"direction":55},"For all the details of the partial transposition in Malta, read our full article.",[1589],{"start":1590,"end":1591,"type":50,"data":1592},68,80,{"link_type":52,"url":1593,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fmalta-implements-eu-pay-transparency-directive",{"euptd_page":1595,"country_code":1611,"stage":1212,"member_state":1612,"status":1613,"draft_legislation":1171,"final_legislation":1086,"effective_date":1638,"resources":1641},{"id":1596,"type":1447,"tags":1597,"lang":14,"slug":1598,"first_publication_date":121,"last_publication_date":133,"uid":1599,"url":1600,"data":1601,"link_type":94,"key":1610,"isBroken":57},"aiMrFxIAACwA7wCT",[119],"la-direttiva-ue-sulla-trasparenza-retributiva-nei-paesi-bassi-in-sintesi","netherlands","\u002Fit-it\u002Feuptd\u002Fnetherlands",{"meta_title":1602,"meta_description":1603,"meta_image":1604},"Paesi Bassi: tracker della Direttiva UE sulla trasparenza retributiva","Segui il recepimento nei Paesi Bassi della Direttiva UE sulla trasparenza retributiva, dalle prime bozze alla modifica dell'Equal Treatment Act.",{"dimensions":1605,"alt":1606,"copyright":5,"url":1607,"id":1608,"edit":1609},{"width":28,"height":29},"Grafica con la silhouette dei Paesi Bassi","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FahV_c7K9tuLqEJVm_EUPTD_Netherlands_2400x1260.png?auto=format%2Ccompress&w=2400&h=1260","ahV_c7K9tuLqEJVm",{"x":34,"y":34,"zoom":35,"background":36},"b48bcdb5-b523-4053-9a34-6da3a8187a77","nl","Netherlands",[1614,1621,1624,1627,1630],{"type":39,"text":1615,"spans":1616,"direction":55},"On January 2026, the Dutch government sent and updated, revised draft to the Council of State, following its announced delay in the Directive's implementation, setting January 1st, 2027, as the new transposition deadline rather than June 2026. The first required pay gap reports would then be based on 2027 data.",[1617],{"start":1013,"end":1618,"type":50,"data":1619},93,{"link_type":52,"url":1620,"target":54},"https:\u002F\u002Fwetgevingskalender.overheid.nl\u002Fregeling\u002FWGK025384\u002Fdocumenten\u002FRaad%20van%20State\u002FAdviesaanvraag%20aanhangig%20bij%20Raad%20van%20State\u002F1",{"type":39,"text":1622,"spans":1623,"direction":55},"In May 2026, the Dutch government submitted its final transposition draft to Parliament, set to become effective on January 1st, 2027. The Ministry of Social Affairs has published a guide to help employers build gender-neutral and objectives pay structures to align with the Directive's requirements.",[],{"type":39,"text":1625,"spans":1626,"direction":55},"Additionally, a ministerial regulation opened for consultation in July 2026, covering calculation methods, definitions, reporting templates, web forms, and data specifications",[],{"type":39,"text":1628,"spans":1629,"direction":55},"This legislation would enact all the directive’s basic requirements. It further specifies that employees must have “easy access” to the criteria used to determine wages and pay levels, and it sets a limit of two months for employers to respond to an employee’s request for a personalized pay comparison.",[],{"type":39,"text":1631,"spans":1632,"direction":55},"In terms of pay gap reporting, the draft legislation would require the specific metrics stipulated in the Directive (see our quick guide for a listing of those metrics.) This legislation would also establish an administrative body to collect and review the required pay gap reporting data, develop tools to help assess gaps, and hear and act on complaints about employer noncompliance. However, the collapse of the Dutch coalition government in summer 2025 has delayed consideration and implementation of this legislation.",[1633],{"start":1634,"end":1635,"type":50,"data":1636},125,136,{"link_type":52,"url":1637,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Fguides\u002Feu-pay-transparency-directive-rules",[1639],{"type":39,"text":1223,"spans":1640,"direction":55},[],[1642],{"type":39,"text":1643,"spans":1644,"direction":55},"More information on the Directive's transposition activity in the Netherlands.",[1645],{"start":1206,"end":1646,"type":50,"data":1647},77,{"link_type":52,"url":1648,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fthe-netherlands-transposes-the-eu-pay-transparency-directive",{"euptd_page":1650,"country_code":1651,"stage":1212,"member_state":1652,"status":1653,"draft_legislation":1171,"final_legislation":1171,"effective_date":1663,"resources":1666},{"link_type":94},"pl","Poland",[1654,1657,1660],{"type":39,"text":1655,"spans":1656,"direction":55},"In June 2025, the Polish parliament amended its existing Labor Code to partially transpose the EU Directive. These changes are connected to pay transparency: they require non-discriminatory recruitment processes, mandate that job candidates be informed of pay ranges prior to employment, and prohibit employers from asking about salary history. These changes came into effect on December 23rd, 2025.",[],{"type":39,"text":1658,"spans":1659,"direction":55},"Additionally, on December 16th, 2025, a draft act was introduced that would fill the gap and fully meet the Directive’s requirements. This addresses the pay equity elements of the Directive including employees’ right to information and pay gap reporting requirements.",[],{"type":39,"text":1661,"spans":1662,"direction":55},"However, in May 2026, Poland published a reviewed draft set to enter into force in January 2027.",[],[1664],{"type":39,"text":1144,"spans":1665,"direction":55},[],[1667],{"type":39,"text":1668,"spans":1669,"direction":55},"Deep dive into Poland's implementation details in our article.",[1670],{"start":1014,"end":1671,"type":50,"data":1672},61,{"link_type":52,"url":1673,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fpoland-pay-equity-eu-pay-transparency-directive-transposition",{"euptd_page":1675,"country_code":1676,"stage":1075,"member_state":1677,"status":1678,"draft_legislation":1086,"final_legislation":1086,"effective_date":1685,"resources":1688},{"link_type":94},"pt","Portugal",[1679,1682],{"type":39,"text":1680,"spans":1681,"direction":55},"As of our most recent update, there is no known transposition activity in Portugal.",[],{"type":39,"text":1683,"spans":1684,"direction":55},"However, Portugal has current requirements in place. Employers need to have transparent pay policies that include an objective approach to evaluating job functions. They also need to report pay data to the government, which checks it for gender-based pay gaps. The key legislation currently in effect is Law 60\u002F2018, which was implemented in 2019.",[],[1686],{"type":39,"text":1089,"spans":1687,"direction":55},[],[1689],{"type":39,"text":1690,"spans":1691,"direction":55},"Learn more about local requirements in Portugal in this article.",[1692],{"start":1159,"end":1059,"type":50,"data":1693},{"link_type":52,"url":1694,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fpay-equity-laws-portugal",{"euptd_page":1696,"country_code":1697,"stage":1165,"member_state":1698,"status":1699,"draft_legislation":1171,"final_legislation":1086,"effective_date":1706,"resources":1709},{"link_type":94},"ro","Romania",[1700,1703],{"type":39,"text":1701,"spans":1702,"direction":55},"On March 30th, 2026, the Ministry of Labor, Family, Youth, and Social Solidarity published a draft law that implements the Directive into national law. The goal of the proposal is to ensure the right of equal pay for equal work or work of equal value. The draft is now open for consultation until April 8th. The proposal doesn't specify an effective date, but it maintains the current reporting timeline set by the Directive.",[],{"type":39,"text":1704,"spans":1705,"direction":55},"In late June 2026, the draft law tabled in the Senate for emergency procedure. The deadline for adoption is 45 days, which will likely be fulfilled after the resumption of the Senate's activity on September 1st, 2026.",[],[1707],{"type":39,"text":1089,"spans":1708,"direction":55},[],[1710],{"type":39,"text":1711,"spans":1712,"direction":55},"In this article we deep dive into Romania's EU Directive's draft.",[1713],{"start":1714,"end":1715,"type":50,"data":1716},34,64,{"link_type":52,"url":1717,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Feu-pay-transparency-romania-charges-ahead-while-others-hit-brakes-jzatf\u002F",{"euptd_page":1719,"country_code":1720,"stage":1095,"member_state":1721,"status":1722,"draft_legislation":1171,"final_legislation":1171,"effective_date":1732,"resources":1735},{"link_type":94},"sk","Slovakia",[1723,1726,1729],{"type":39,"text":1724,"spans":1725,"direction":55},"On September 19th, 2025, Slovakia’s government introduced draft legislation that would fully transpose the EU Directive. To do so, the draft legislation would enact a new pay transparency law and would amend parts of the existing Labor Code, Labor Inspection Act, and Employment Services Act. The draft mirrors the EU Directive’s requirements, imposing them at the minimum level stipulated.",[],{"type":39,"text":1727,"spans":1728,"direction":55},"In May 2026, Slovakia’s legislative process was officially completed. The new legislation will enter into force in June 7th, 2026. However, a few provisions differ from the Directive's timeline: average pay information will be provided for the first time in 2028 with 2027 data, and salary structures must be defined by July 2026.",[],{"type":39,"text":1730,"spans":1731,"direction":55},"In early July 2026, the country published a detailed methodology document for job evaluation and classification, as well as a practical tool to help employers get started.",[],[1733],{"type":39,"text":1174,"spans":1734,"direction":55},[],[1736],{"type":39,"text":1737,"spans":1738,"direction":55},"For more information on Slovakia's transposition, see our full article.",[1739],{"start":1740,"end":1741,"type":50,"data":1742},58,70,{"link_type":52,"url":1743,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Farticles\u002Fslovakia-transposition-law-for-eu-pay-transparency-directive",{"euptd_page":1745,"country_code":1746,"stage":1075,"member_state":1747,"status":1748,"draft_legislation":1086,"final_legislation":1086,"effective_date":1752,"resources":1755},{"link_type":94},"si","Slovenia",[1749],{"type":39,"text":1750,"spans":1751,"direction":55},"As of our most recent update, there is no known transposition activity in Slovenia.",[],[1753],{"type":39,"text":1089,"spans":1754,"direction":55},[],[],{"euptd_page":1757,"country_code":1758,"stage":1075,"member_state":1759,"status":1760,"draft_legislation":1086,"final_legislation":1086,"effective_date":1767,"resources":1770},{"link_type":94},"es","Spain",[1761,1764],{"type":39,"text":1762,"spans":1763,"direction":55},"In May 2026, the Ministry of Labour and Social Economy launched a public consultation for the drafting of a Royal Decree that will transpose the Directive.",[],{"type":39,"text":1765,"spans":1766,"direction":55},"The country has some foundational pay equity legislation that was passed in 2021, although the EU Directive will go beyond those requirements. The existing requirements include an annual remuneration register, an auditing requirement and job evaluation requirement for organizations with 50 or more workers, and employees’ right to pay information.",[],[1768],{"type":39,"text":1089,"spans":1769,"direction":55},[],[1771],{"type":39,"text":1772,"spans":1773,"direction":55},"Our local requirements page provides more information about Spain’s current legislation.",[1774],{"start":886,"end":1042,"type":50,"data":1775},{"link_type":52,"url":1776,"target":1017},"https:\u002F\u002Fwww.payanalytics.com\u002Fresources\u002Flocal-requirements\u002Fspain",{"euptd_page":1778,"country_code":1779,"stage":1212,"member_state":1780,"status":1781,"draft_legislation":1171,"final_legislation":1086,"effective_date":1819,"resources":1823},{"link_type":94},"se","Sweden",[1782,1798,1804,1814],{"type":39,"text":1783,"spans":1784,"direction":55},"Legislation was drafted in Sweden as of May 2024. The draft legislation adds the EU Directive’s requirement to Sweden’s own existing legislation. On January 15th, 2026, Minister for Gender Equality Nina Larsson unveiled the official roadmap to full transposition into national law. However, on March 26th, 2026, the nation issued a press release asking for a renegotiation of the Directive's requirements and a delay in implementation.",[1785,1790,1795],{"start":1786,"end":1787,"type":50,"data":1788},54,71,{"link_type":52,"url":1789,"target":1017},"https:\u002F\u002Fwww-regeringen-se.translate.goog\u002Frattsliga-dokument\u002Fstatens-offentliga-utredningar\u002F2024\u002F05\u002Fsou-202440\u002F?_x_tr_sl=auto&_x_tr_tl=en&_x_tr_hl=en&_x_tr_pto=wapp",{"start":1791,"end":1792,"type":50,"data":1793},224,240,{"link_type":52,"url":1794,"target":54},"https:\u002F\u002Fwww.regeringen.se\u002Fpressmeddelanden\u002F2026\u002F01\u002Fviktiga-steg-for-att-motverka-osakliga-loneskillnader-mellan-kvinnor-och-man\u002F",{"start":1796,"end":1797,"type":44},359,435,{"type":39,"text":1799,"spans":1800,"direction":55},"Sweden planned to integrate the Directive's requirements into its Discrimination Act (2008:567). Key requirements include transparency before hire, right to information, mandatory reporting, and lower thresholds for documentation. The proposal was has an expected effective date of January 1st, 2027, with the first round of reporting due on May 2028.",[1801],{"start":1802,"end":1803,"type":44},122,229,{"type":39,"text":1805,"spans":1806,"direction":55},"In June 2026, the Swedish Government instructed the Equality Ombudsman (DO) to continue taking preparatory measures to transpose the EU Pay Transparency Directive. The DO must submit a report on the assignment to the Ministry of Labour no later than November 1st, 2027 to better identify what support employers will need when salary mapping and Directive implementation requirements land.",[1807,1809,1812],{"start":1324,"end":1808,"type":44},162,{"start":1810,"end":1811,"type":44},250,268,{"start":1813,"end":459,"type":44},288,{"type":39,"text":1815,"spans":1816,"direction":55},"Sweden’s current requirements focus on a compensation mapping analysis called lönekartläggning that all employers must complete annually. Employers of a certain size who identify a pay gap must enact, document, and follow up on a plan for remediation.",[1817],{"start":1646,"end":1818,"type":1566},94,[1820],{"type":39,"text":1821,"spans":1822,"direction":55},"Late 2027",[],[1824],{"type":39,"text":1825,"spans":1826,"direction":55},"For more information, read our article on the Swedish latest press release regarding the implementation of the EU Directive into law.",[1827],{"start":1828,"end":47,"type":50,"data":1829},46,{"link_type":52,"url":1830,"target":1017},"https:\u002F\u002Fwww.linkedin.com\u002Fpulse\u002Fsweden-unveils-roadmap-eu-directive-implementation-beqom-fo6mf\u002F?trackingId=devqHPg5bUmFKhaL4md9Kw%3D%3D","article_custom_component$fccd8718-6e65-415e-a7bf-8479c5e45ed6","article_custom_component",{"variation":504,"version":505,"items":1834,"primary":1835,"id":1850,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":1836,"text_size":519,"background_color":1061},[1837,1840,1843],{"type":510,"text":1838,"spans":1839,"direction":55},"Additional information",[],{"type":39,"text":1841,"spans":1842,"direction":55},"As we’ve seen over the last few years, many EU jurisdictions are sticking close to the minimum thresholds set by the Directive, while others are asking more of employers. Likewise, a range of solutions are emerging for the Directive’s pay gap reporting requirements.: Some nations are expanding existing systems used for pay and\u002For demographic reporting, while others are creating new platforms that employers will need to use.",[],{"type":39,"text":1844,"spans":1845,"direction":55},"With the deadline coming up quickly, we’re offering additional support to EU employers with our webinar on February 5th, 2026. With an expert keynote, a talk on strategic considerations, and an interactive Q&A, we aim to help participants dial in their last-mile preparations. ",[1846],{"start":1847,"end":1634,"type":50,"data":1848},96,{"link_type":52,"url":1849,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fevents\u002Fis-your-organization-ready-for-the-eu-pay-transparency-directive-webinar","article_text$d664db13-fff9-424e-8de9-0189737f5785",{"variation":504,"version":505,"items":1852,"primary":1853,"id":1901,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":1854,"text_size":519,"background_color":520},[1855,1858,1861,1866,1869,1872,1875,1878,1881,1884,1889,1892,1895,1898],{"type":510,"text":1856,"spans":1857,"direction":55},"The EU Pay Transparency Directive in a nutshell",[],{"type":39,"text":1859,"spans":1860,"direction":55},"The EU Directive aims to prevent pay discrimination on the basis of gender. It does this through legislation in two areas: pay transparency and pay equity.",[],{"type":568,"text":1862,"spans":1863,"direction":55},"Pay transparency requirements:",[1864],{"start":34,"end":1417,"type":564,"data":1865},{"label":566},{"type":594,"text":1867,"spans":1868,"direction":55},"Starting pay must be provided to job applicants before the interview or in the job posting",[],{"type":594,"text":1870,"spans":1871,"direction":55},"Ban on asking applicants about pay history",[],{"type":594,"text":1873,"spans":1874,"direction":55},"All employer decisions about employees’ pay levels and career progression must be based on gender-neutral criteria that employees can reference",[],{"type":594,"text":1876,"spans":1877,"direction":55},"Employees cannot be prohibited from talking about their pay",[],{"type":594,"text":1879,"spans":1880,"direction":55},"Employees are entitled to information about pay ranges on request",[],{"type":594,"text":1882,"spans":1883,"direction":55},"Employees are entitled to a personalized comparison of their pay to the pay of other comparable employees (doing the same work or work of equal value)",[],{"type":568,"text":1885,"spans":1886,"direction":55},"Pay equity requirements:",[1887],{"start":34,"end":1206,"type":564,"data":1888},{"label":566},{"type":594,"text":1890,"spans":1891,"direction":55},"Employers are required to measure and publish pay gap metrics (which can account for gender-neutral criteria). There are nine specific measurements required.",[],{"type":594,"text":1893,"spans":1894,"direction":55},"Employees have the right to see these measurements",[],{"type":594,"text":1896,"spans":1897,"direction":55},"The gender pay gap should be below 5% (after accounting for objective, gender-neutral factors)",[],{"type":594,"text":1899,"spans":1900,"direction":55},"Employers bear the burden of proof in any pay dispute",[],"article_text$5551e7b8-f05a-4d1c-bf53-5d2667fb01c9",{"variation":504,"version":505,"items":1903,"primary":1904,"id":1909,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":1905,"text_size":519,"background_color":520},[1906],{"type":510,"text":1907,"spans":1908,"direction":55},"Keep reading",[],"article_text$e1ef84df-4646-461d-8fd6-7ead1caa95bd",{"variation":504,"version":505,"items":1911,"primary":1912,"id":1930,"slice_type":1050,"slice_label":5},[],{"section_id":5,"image":1913,"content":1919,"link_url":1926,"link_label":1929,"background_color":1048},{"dimensions":1914,"alt":1915,"copyright":5,"url":1916,"id":1917,"edit":1918},{"width":28,"height":29},"booklet image of the EU Pay Transparency Directive 2025 eGuide from beqom","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaF0ktXfc4bHWivs3_beqom_EUPTD-Blog_PrismicBanner.jpg?auto=format,compress","aF0ktXfc4bHWivs3",{"x":34,"y":34,"zoom":35,"background":36},[1920,1923],{"type":568,"text":1921,"spans":1922,"direction":55},"Looking for an easy-to-understand breakdown of the EU Pay Transparency Directive?",[],{"type":39,"text":1924,"spans":1925,"direction":55},"Our eGuide gives you the clarity, strategies, and tools you need to understand the requirements you'll need to comply with by June 2026.",[],{"link_type":52,"key":1927,"url":1928},"c9c7ef6f-2c92-4f40-a30e-05a7ee0d7077","https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Fa-guide-to-the-eu-pay-transparency-directive","Get your free copy now","article_image_and_text$0f425142-7d83-48e8-82e7-fc801bbffa94",{"variation":504,"version":505,"items":1932,"primary":1933,"id":1961,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":1934,"text_size":519,"background_color":1048},[1935,1938,1945,1953],{"type":39,"text":1936,"spans":1937,"direction":55},"We’ve also been updating the following resources:",[],{"type":39,"text":1939,"spans":1940,"direction":55},"📖 The pocket guide provides an overview of the Directive’s requirements and key concepts.",[1941],{"start":1942,"end":1943,"type":50,"data":1944},7,19,{"link_type":52,"url":1637,"target":1017},{"type":39,"text":1946,"spans":1947,"direction":55},"📖 For a step-by-step compliance plan, we’ve created a readiness checklist available for free download.",[1948,1950],{"start":949,"end":1949,"type":44},37,{"start":1376,"end":1378,"type":50,"data":1951},{"link_type":52,"url":1952,"target":54},"https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Feu-pay-transparency-directive-readiness-checklist",{"type":39,"text":1954,"spans":1955,"direction":55},"🎙️ If you’d like access to an expert discussion today, you can watch our 2025 EU Pay Transparency Directive webinar on-demand.",[1956],{"start":1957,"end":1958,"type":50,"data":1959},74,116,{"link_type":52,"url":1960,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Fon-demand-webinar-eu-pay-transparency-directive-02jul25","article_text$60b71e53-533e-440f-ac72-3f7116a23a4d",{"variation":504,"version":505,"items":1963,"primary":1964,"id":1977,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":1965,"text_size":1060,"background_color":1061},[1966],{"type":39,"text":1967,"spans":1968,"direction":55},"We’ve helped some of the world’s leading companies close pay gaps, embed pay transparency into their compensation processes, and comply with the EU Pay Transparency Directive. Learn how we can help you simplify global compliance and reduce risk.",[1969,1972],{"start":1970,"end":1014,"type":50,"data":1971},25,{"link_type":52,"url":711,"target":54},{"start":1973,"end":1974,"type":50,"data":1975},176,185,{"link_type":52,"url":1976,"target":54},"https:\u002F\u002Fwww.beqom.com\u002Fbook-a-demo","article_text$fe26fa5b-916d-46e1-bddd-6c6178841ecb","EU Pay Transparency Directive Transposition by Country","On this page, we’re tracking EU member states’ progress towards implementation of the EU Pay Transparency Directive into national law.",{"dimensions":1981,"alt":954,"copyright":5,"url":1982,"id":956,"edit":1983},{"width":28,"height":29},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FZ025c5bqstJ978wA_beqom_TranspositionMap_PrismicBanner.jpg?auto=format,compress&rect=0,0,2400,1260&w=2400&h=1260",{"x":34,"y":34,"zoom":35,"background":36},"EU Pay Transparency Directive Transposition Tracker","This page monitors the progress of EU member states in implementing the EU Pay Transparency Directive into national law.","Monitor EU Pay Transparency Directive Transposition Here","Follow along as we document how EU member states are advancing towards adopting the EU Pay Transparency Directive.",{"id":1989,"uid":1990,"url":1991,"type":879,"href":1992,"tags":1993,"first_publication_date":1994,"last_publication_date":1994,"slugs":1995,"linked_documents":1997,"lang":14,"alternate_languages":1998,"data":2005},"anmvqRIAACkAtL36","compensation-ai-humans-in-the-loop","\u002Fit-it\u002Fblog\u002Fcompensation-ai-humans-in-the-loop","https:\u002F\u002Fbeqom-com.cdn.prismic.io\u002Fapi\u002Fv2\u002Fdocuments\u002Fsearch?ref=annpIBIAACcAtT2t&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22anmvqRIAACkAtL36%22%29+%5D%5D",[],"2026-08-10T11:02:11+0000",[1996],"what-does-human-in-the-loop-mean-in-compensation-ai",[],[1999,2001,2003],{"id":2000,"type":879,"lang":21,"uid":1990},"anmvkxIAAC0AtL3P",{"id":2002,"type":879,"lang":18,"uid":1990},"anmvfhIAAC4AtL2e",{"id":2004,"type":879,"lang":24,"uid":1990},"amtgsBEAACkAtwbv",{"title":2006,"excerpt":2007,"written_by":2011,"reviewed_by":2037,"publication_date":2038,"date_to_order_by":430,"last_modified_date":5,"last_modified_date_description":2039,"time_to_read":546,"blog_post_gating":950,"button_label":5,"featured_image":2040,"products":2050,"topics":2078,"slices":2100,"meta_title":2285,"meta_description":2286,"meta_image":2287,"seo_index":672,"seo_follow":672,"og_title":2291,"og_description":2292,"twitter_title":2293,"twitter_description":2294,"do_not_display_in_list_of_blogs":57},"Why the Best Compensation AI Always Keeps Humans in the Loop",[2008],{"type":39,"text":2009,"spans":2010,"direction":55},"Human judgment and AI intelligence work better together — here's how a collaborative approach to compensation decisions keeps your people, and your pay programs, on solid ground.",[],{"id":2012,"type":915,"tags":2013,"lang":14,"slug":2014,"first_publication_date":9,"last_publication_date":2015,"uid":2014,"url":2016,"data":2017,"link_type":94,"key":2036,"isBroken":57},"aiMmAhIAACgA7vdl",[],"clare-bonham","2026-06-19T10:56:26+0000","\u002Fit-it\u002Fauthors\u002Fclare-bonham",{"name":2018,"author_photo":2019,"job_title":2024,"company_name":931,"is_a_former_beqom_employee":57,"author_information":2025,"areas_of_expertise":2031,"resides_in":2035},"Clare Bonham",{"dimensions":2020,"alt":2018,"copyright":5,"url":2021,"id":2022,"edit":2023},{"width":747,"height":747},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FZ9wHAjiBA97GitUM_AuthorPhoto_Clare.jpg?auto=format,compress","Z9wHAjiBA97GitUM",{"x":34,"y":34,"zoom":35,"background":36},"Chief Product Officer",[2026],{"type":39,"text":2027,"spans":2028,"direction":55},"Clare Bonham è una leader dell'innovazione tecnologica e HR con una vasta esperienza in HR IT strategy, soluzioni SaaS e software enterprise. In qualità di Chief Product Officer di beqom, guida l'innovazione di prodotto per le soluzioni di compensation e performance management. In precedenza, ha co-fondato Our Tandem, una piattaforma SaaS pluripremiata acquisita da beqom. Grazie ai ruoli di leadership ricoperti in Telefónica e O2, ha guidato trasformazioni HR tech globali, implementazioni SaaS e iniziative di strategia digitale.",[2029],{"start":34,"end":2030,"type":44},12,[2032],{"type":39,"text":2033,"spans":2034,"direction":55},"Performance Management, Risorse Umane, Sistemi di Compensation Management, Sistemi HR, HR Transformation, Change Management, Software Enterprise, Sviluppo prodotto",[],"Irlanda","c0e71c32-dfc6-4c45-ad0d-3e2324902fdd",{"link_type":94},"2026-07-30T07:59:00+0000",[],{"dimensions":2041,"alt":2042,"copyright":5,"url":2043,"id":2044,"edit":2045,"preview":2046},{"width":437,"height":438},"AI-powered compensation dashboard","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FzZJAcoqny03rpR3e_beqom_blog-intentional-ai_prismic-banner.jpg?auto=format,compress&rect=84,0,2232,1260&w=1240&h=700","zZJAcoqny03rpR3e",{"x":443,"y":34,"zoom":35,"background":36},{"dimensions":2047,"alt":2042,"copyright":5,"url":2048,"id":2044,"edit":2049},{"width":446,"height":447},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FzZJAcoqny03rpR3e_beqom_blog-intentional-ai_prismic-banner.jpg?auto=format,compress&rect=81,0,2239,1260&w=828&h=466",{"x":450,"y":34,"zoom":35,"background":36},[2051,2065],{"product":2052},{"id":150,"type":117,"tags":2053,"lang":14,"slug":152,"first_publication_date":121,"last_publication_date":153,"uid":154,"url":155,"data":2054,"link_type":94,"key":2064,"isBroken":57},[],{"title":2055,"icon":2056,"meta_title":2062,"meta_description":2063},"L'AI di beqom",{"dimensions":2057,"alt":2058,"copyright":5,"url":2059,"id":2060,"edit":2061},{"width":438,"height":438},"Icona beqom in giallo","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaTqnmHNYClf9oDtQ_AI_logo.png?auto=format,compress","aTqnmHNYClf9oDtQ",{"x":34,"y":34,"zoom":35,"background":36},"L'IA intenzionale di beqom","Beqom AI non solo automatizza i compensi: li potenzia con l'Intentional AI.","40fc70df-6afe-48a1-b382-d5991dac32d5",{"product":2066},{"id":116,"type":117,"tags":2067,"lang":14,"slug":120,"first_publication_date":121,"last_publication_date":122,"uid":123,"url":124,"data":2068,"link_type":94,"key":2077,"isBroken":57},[119],{"title":126,"icon":2069,"preview_title":743,"preview_image":2072,"meta_title":2075,"meta_description":2076},{"dimensions":2070,"alt":739,"copyright":5,"url":740,"id":741,"edit":2071},{"width":738,"height":459},{"x":34,"y":34,"zoom":35,"background":36},{"dimensions":2073,"alt":748,"copyright":5,"url":749,"id":750,"edit":2074},{"width":746,"height":747},{"x":34,"y":34,"zoom":35,"background":36},"beqom PaySuite: software di Compensation Management","Gestisci aumenti, bonus e incentivi di vendita in un'unica piattaforma. PaySuite di beqom offre ai team gli strumenti per gestire i compensi, senza l'intervento del dipartimento IT.","60240b48-a044-45c3-94b7-2db4ba2f59c4",[2079,2092,2098],{"topic":2080},{"id":2081,"type":987,"tags":2082,"lang":14,"slug":2083,"first_publication_date":9,"last_publication_date":9,"uid":2083,"data":2084,"link_type":94,"key":2091,"isBroken":57},"aiMoSRIAAC0A7vvm",[],"ai",{"title":2085,"plural_title":2085,"icon_code":2086,"description_text_for_rs_coll_page":2087},"AI","ph:lightning",[2088],{"type":39,"text":2089,"spans":2090,"direction":55},"Articles and blogs on the topic of Artificial Intelligence.",[],"85bb902a-e721-400e-8495-ca55533a3727",{"topic":2093},{"id":2094,"type":987,"tags":2095,"lang":14,"slug":123,"first_publication_date":9,"last_publication_date":9,"uid":123,"data":2096,"link_type":94,"key":2097,"isBroken":57},"aiMoRxIAACcA7vvf",[],{"title":126},"88de385f-a774-4654-b303-a06a577dcc01",{"topic":2099},{"link_type":94},[2101,2116,2139,2156,2185,2202,2219,2239,2256,2273],{"variation":504,"version":505,"items":2102,"primary":2103,"id":2115,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2104,"text_size":519,"background_color":520},[2105,2108],{"type":39,"text":2106,"spans":2107,"direction":55},"AI has the potential to make compensation decisions faster, fairer, and more consistent — but only when it works alongside human judgment rather than replacing it. For HR leaders, CHROs, and comp professionals, a collaborative approach to AI means your managers are better prepared, your pay decisions are more defensible, and your people have greater confidence that the humans who know them are still the ones making the call.",[],{"type":39,"text":2109,"spans":2110,"direction":55},"This article is the second in our series on Intentional AI, based on beqom's whitepaper, Modeling with Intention, and follows on from the first article which focused on Explainable AI. This article explores the second pillar: the principle that AI supports people, and people make the decisions.",[2111],{"start":1120,"end":2112,"type":50,"data":2113},183,{"link_type":52,"url":2114,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fblog\u002Fexplainable-ai-in-compensation-what-it-is-why-it-matters-and-how-to-get-there","article_text$62092d25-28b8-4d17-ae2f-0729e1b47469",{"variation":504,"version":505,"items":2117,"primary":2118,"id":2138,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2119,"text_size":519,"background_color":1061},[2120,2123,2126,2129],{"type":510,"text":2121,"spans":2122,"direction":55},"What does \"human in the loop\" mean in compensation AI?",[],{"type":39,"text":2124,"spans":2125,"direction":55},"Human in the loop means that AI handles the heavy analytical work — synthesizing data, surfacing patterns, generating recommendations — while a person makes the final call on any decision that affects someone's pay or career. The AI is an intelligent co-pilot, not an autonomous decision-maker.",[],{"type":39,"text":2127,"spans":2128,"direction":55},"In practice, this looks like a manager receiving a data-backed salary recommendation for a merit review, with full context on where the employee sits within their band, how they compare to peers, and what the budget constraints allow. The manager reviews the recommendation, adjusts it if needed, and approves the outcome. The AI did the preparation. The manager made the decision.",[],{"type":39,"text":2130,"spans":2131,"direction":55},"This model is central to beqom's whitepaper, Modeling with Intention, which frames Intentional AI as a partnership between governed AI systems and human authority — not a handover of control. Read the full whitepaper to explore the complete framework.",[2132,2133],{"start":1259,"end":1590,"type":44},{"start":2134,"end":2135,"type":50,"data":2136},192,216,{"link_type":52,"url":2137,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Fintentional-ai-eguide","article_text$af5e874f-e8a0-4fa0-8cae-49de21b271d4",{"variation":504,"version":505,"items":2140,"primary":2141,"id":2155,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2142,"text_size":519,"background_color":520},[2143,2146,2149,2152],{"type":510,"text":2144,"spans":2145,"direction":55},"Why can't AI just make compensation decisions automatically?",[],{"type":39,"text":2147,"spans":2148,"direction":55},"This is one of the most common questions from leaders exploring AI in HR, and the answer starts with context. Compensation decisions are loaded with information that no AI system can fully infer from data alone. A high-potential employee on a stretch assignment. A team member who informally took on a manager's responsibilities during a leave. A candidate whose market value is shifting faster than survey data reflects. These factors are real and they matter, but they do not live in a database. They live in the knowledge of the managers and HR professionals who work closely with people every day.",[],{"type":39,"text":2150,"spans":2151,"direction":55},"Regulation adds another layer. The EU AI Act, being phased in through 2026 and 2027, specifically requires human review in high-stakes AI applications — and pay decisions clearly fall into that category. Organizations that hand final authority to an algorithm are taking on regulatory exposure that will only grow as these laws tighten.",[],{"type":39,"text":2153,"spans":2154,"direction":55},"Then there is the accountability question, which may be the most fundamental of all. When a compensation decision goes wrong or is challenged, \"the algorithm decided\" does not satisfy an employee, a regulator, or a board. Clear human ownership of the final decision is what makes accountability real and defensible.",[],"article_text$41ce0ef7-b779-4a7d-9520-c07a7ba384bf",{"variation":504,"version":505,"items":2157,"primary":2158,"id":2184,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2159,"text_size":519,"background_color":520},[2160,2163,2166,2169,2172,2175,2178,2181],{"type":510,"text":2161,"spans":2162,"direction":55},"What should AI do, and what should humans do?",[],{"type":39,"text":2164,"spans":2165,"direction":55},"The right division of responsibility is one of the most valuable frameworks compensation leaders can establish before implementing AI. As WTW Senior Managing Director Lesli Jennings puts it in beqom's Intentional AI whitepaper, the real opportunity is \"to move away from one-time comp events to a continuous system in which market data, job changes, equity signals, and talent needs continuously feed into the next decision.\" AI is what makes that continuous system possible — but humans are what make it trustworthy.",[],{"type":39,"text":2167,"spans":2168,"direction":55},"A well-designed collaborative system divides the work like this:",[],{"type":594,"text":2170,"spans":2171,"direction":55},"AI handles data aggregation, pattern recognition, scenario modeling, pay gap analysis, and first-pass recommendations.",[],{"type":594,"text":2173,"spans":2174,"direction":55},"Managers contribute contextual knowledge — awareness of individual circumstances, team dynamics, and qualitative performance signals that data cannot capture.",[],{"type":594,"text":2176,"spans":2177,"direction":55},"HR provides governance, policy interpretation, and the final check on outcomes before they are communicated.",[],{"type":594,"text":2179,"spans":2180,"direction":55},"Compliance and legal functions benefit from the audit trail the system produces, without having to build it manually.",[],{"type":39,"text":2182,"spans":2183,"direction":55},"This division does not slow things down. It removes the manual calculation burden from managers and HR while ensuring the people closest to each decision remain in charge of it.",[],"article_text$ed49ca5e-d06b-4a07-a66d-b6ff335b8e7f",{"variation":504,"version":505,"items":2186,"primary":2187,"id":2201,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2188,"text_size":519,"background_color":520},[2189,2192,2195,2198],{"type":510,"text":2190,"spans":2191,"direction":55},"How does collaborative AI change the role of managers?",[],{"type":39,"text":2193,"spans":2194,"direction":55},"One concern HR leaders often raise is that AI will remove the human element from pay conversations — making managers feel like order-processors rather than leaders. A well-designed collaborative AI model does the opposite.",[],{"type":39,"text":2196,"spans":2197,"direction":55},"By handling data preparation and first-pass recommendations, AI frees managers from the spreadsheet work that currently dominates merit cycles. Instead of spending hours calculating where each employee sits against band midpoints, managers can spend that time on the conversations that matter: explaining decisions, connecting pay to performance, and addressing individual questions with empathy and context.",[],{"type":39,"text":2199,"spans":2200,"direction":55},"As WTW's Tom Hellier notes in beqom's Intentional AI whitepaper, this is precisely where human value lies — \"delivering with empathy: owning pay conversations to ensure the message that lands includes an explanation of the 'why' beyond a calculation.\" AI can produce the number. Only a manager can make it feel fair.",[],"article_text$3e5c9605-fcbe-47d3-8fab-a0e8303bcc68",{"variation":504,"version":505,"items":2203,"primary":2204,"id":2218,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2205,"text_size":519,"background_color":520},[2206,2209,2212,2215],{"type":510,"text":2207,"spans":2208,"direction":55},"What happens when AI and human judgment disagree?",[],{"type":39,"text":2210,"spans":2211,"direction":55},"In a well-designed collaborative system, this is a feature, not a problem. When a manager adjusts or overrides an AI recommendation, that action is logged, documented, and available for review. Over time, patterns in those overrides become valuable signals: they may indicate that a policy is outdated, that market data needs refreshing, or that a particular team or function has unique dynamics the model should account for.",[],{"type":39,"text":2213,"spans":2214,"direction":55},"This feedback loop is part of what makes collaborative AI better over time. The AI learns from how humans respond to its recommendations. Humans learn from seeing where their intuition and the data align — and where they diverge.",[],{"type":39,"text":2216,"spans":2217,"direction":55},"This is a significant improvement over purely manual processes, where the reasoning behind individual decisions is rarely documented at all, and patterns of inconsistency are invisible until they surface as pay equity problems.",[],"article_text$0f6b2fe6-d7dc-4b60-bfdf-34b1be7baf6e",{"variation":504,"version":505,"items":2220,"primary":2221,"id":2238,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2222,"text_size":519,"background_color":520},[2223,2226,2229,2232],{"type":510,"text":2224,"spans":2225,"direction":55},"Does a human-in-the-loop approach slow down compensation cycles?",[],{"type":39,"text":2227,"spans":2228,"direction":55},"This is a practical concern for compensation teams under pressure to move quickly. The answer depends on how the system is designed. When AI does the analytical preparation — pulling together all relevant data into a clear, reviewed recommendation — the human review step becomes faster and more focused, not slower.",[],{"type":39,"text":2230,"spans":2231,"direction":55},"Managers are reviewing a recommendation with full context, rather than assembling that context themselves. HR is approving outcomes against clear policy criteria, rather than checking calculations manually. The human step is leaner because the AI step is more complete.",[],{"type":39,"text":2233,"spans":2234,"direction":55},"beqom's Compensation Trends Report found that 56% of respondents said AI features are \"very important\" for automating common compensation procedures. The collaborative model is what makes that automation safe: it captures the speed benefits of AI while preserving the human judgment that makes decisions defensible.",[2235],{"start":584,"end":1714,"type":50,"data":2236},{"link_type":52,"url":2237,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fresources\u002Fbeqom-2026-compensation-trends-report-us","article_text$bb08a463-1e89-4051-9bd6-97c2595b862d",{"variation":504,"version":505,"items":2240,"primary":2241,"id":2255,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2242,"text_size":519,"background_color":520},[2243,2246,2249,2252],{"type":510,"text":2244,"spans":2245,"direction":55},"How does collaborative AI support pay equity goals?",[],{"type":39,"text":2247,"spans":2248,"direction":55},"Pay equity is one area where the combination of AI analysis and human oversight is especially powerful. AI can surface patterns that humans might miss — gaps by gender, ethnicity, tenure, or geography that are invisible when data is reviewed in spreadsheets. But identifying a gap and deciding how to address it are two different things.",[],{"type":39,"text":2250,"spans":2251,"direction":55},"Human judgment is essential for understanding why a gap exists, whether it reflects a structural issue in job architecture, a historical pattern in how certain roles were graded, or something that requires immediate remediation. AI flags the signal. People interpret it and act on it.",[],{"type":39,"text":2253,"spans":2254,"direction":55},"This is why collaborative AI is foundational to sustainable pay equity progress, not just compliance. It brings data-driven rigor to an area where inconsistency has historically been difficult to detect — while keeping the decisions that shape people's careers in human hands.",[],"article_text$992fa376-ed3a-4e17-9adb-74e4e7970cf0",{"variation":504,"version":505,"items":2257,"primary":2258,"id":2272,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2259,"text_size":519,"background_color":520},[2260,2263,2266,2269],{"type":510,"text":2261,"spans":2262,"direction":55},"Building a collaborative AI model in your organization",[],{"type":39,"text":2264,"spans":2265,"direction":55},"The first step is clarity about where human judgment is non-negotiable. Any decision that directly affects a person's base pay, bonus, promotion, or career trajectory should have a documented human approval step. AI can inform and prepare that step, but it should not bypass it.",[],{"type":39,"text":2267,"spans":2268,"direction":55},"The second step is making that collaboration seamless. If the handoff between AI recommendation and human review is cumbersome — if managers have to navigate multiple systems, re-enter data, or spend time deciphering what the AI did — the benefits are lost. The best collaborative AI is invisible: it does the work in the background and surfaces a clean, actionable recommendation that a manager can review and act on in minutes.",[],{"type":39,"text":2270,"spans":2271,"direction":55},"beqom is built for exactly this model. Its platform combines governed compensation data, ML-powered modeling, and agentic AI guidance into a single, connected experience — so managers get the preparation they need, HR retains oversight, and every decision comes with a complete audit trail.",[],"article_text$7cce632d-b5b2-4cfe-92ba-ee97f31bf8d2",{"variation":504,"version":505,"items":2274,"primary":2275,"id":2284,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2276,"text_size":519,"background_color":1061},[2277],{"type":39,"text":2278,"spans":2279,"direction":55},"If you are ready to explore how collaborative AI can transform your compensation process, book a demo with beqom and see the model in action.",[2280],{"start":2281,"end":2282,"type":50,"data":2283},90,112,{"link_type":52,"url":1976,"target":1017},"article_text$3c8e94ab-47c2-4349-a566-6d728863a37f","Compensation AI that keeps humans in the loop | beqom","Discover how a collaborative approach to AI in compensation keeps humans in control of pay decisions while gaining speed, consistency, and data-backed confidence.",{"dimensions":2288,"alt":2042,"copyright":5,"url":2289,"id":2044,"edit":2290},{"width":28,"height":29},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FzZJAcoqny03rpR3e_beqom_blog-intentional-ai_prismic-banner.jpg?auto=format,compress&rect=0,0,2400,1260&w=2400&h=1260",{"x":34,"y":34,"zoom":35,"background":36},"AI and human judgment: why both belong in your compensation process","The most effective compensation decisions combine AI's analytical power with human context and empathy. Learn how the collaborative pillar of Intentional AI keeps your people in control without slowing you down.","AI shouldn't make pay decisions. People should. Here's how to get the balance right.","The second pillar of Intentional AI: why keeping humans in the loop isn't a limitation — it's your competitive advantage.",{"id":2296,"uid":2297,"url":2298,"type":879,"href":2299,"tags":2300,"first_publication_date":121,"last_publication_date":122,"slugs":2301,"linked_documents":2303,"lang":14,"alternate_languages":2304,"data":2311},"aiMpVRIAAC0A7v3j","the-top-10-bonus-structure-examples","\u002Fit-it\u002Fblog\u002Fthe-top-10-bonus-structure-examples","https:\u002F\u002Fbeqom-com.cdn.prismic.io\u002Fapi\u002Fv2\u002Fdocuments\u002Fsearch?ref=annpIBIAACcAtT2t&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aiMpVRIAAC0A7v3j%22%29+%5D%5D",[119],[2302],"1.-bonus-legati-agli-obiettivi",[],[2305,2307,2309],{"id":2306,"type":879,"lang":24,"uid":2297},"ZtopSBIAACIA1Lwp",{"id":2308,"type":879,"lang":21,"uid":2297},"akec9xEAACkA5zlX",{"id":2310,"type":879,"lang":18,"uid":2297},"aCduNhEAACUAou_H",{"title":2312,"excerpt":2313,"written_by":2317,"reviewed_by":2343,"publication_date":2344,"date_to_order_by":2345,"last_modified_date":2345,"last_modified_date_description":2346,"time_to_read":563,"blog_post_gating":2347,"button_label":5,"featured_image":2348,"products":2359,"topics":2371,"slices":2377,"meta_title":2794,"meta_description":2795,"meta_image":2796,"seo_index":672,"seo_follow":672,"og_title":2800,"og_description":2801,"twitter_title":2802,"twitter_description":2803,"do_not_display_in_list_of_blogs":57},"I 10 esempi principali di strutture di bonus",[2314],{"type":39,"text":2315,"spans":2316,"direction":55},"Scopri le 10 principali strutture di bonus da implementare per responsabilizzare i dipendenti, stimolando l'innovazione e favorendo la crescita organizzativa.",[],{"id":2318,"type":915,"tags":2319,"lang":14,"slug":2320,"first_publication_date":9,"last_publication_date":918,"uid":2320,"url":2321,"data":2322,"link_type":94,"key":2342,"isBroken":57},"aiMl_xIAACgA7vdY",[],"jane-anderson","\u002Fit-it\u002Fauthors\u002Fjane-anderson",{"name":2323,"author_photo":2324,"job_title":2329,"company_name":931,"is_a_former_beqom_employee":57,"author_information":2330,"areas_of_expertise":2336,"resides_in":2340,"education":2341},"Jane Anderson",{"dimensions":2325,"alt":2323,"copyright":5,"url":2326,"id":2327,"edit":2328},{"width":747,"height":747},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FZ9wHBDiBA97GitUQ_AuthorPhoto_Jane.jpg?auto=format,compress","Z9wHBDiBA97GitUQ",{"x":34,"y":34,"zoom":35,"background":36},"Head of Business Development - Financial Services",[2331],{"type":39,"text":2332,"spans":2333,"direction":55},"Jane Anderson vanta oltre 20 anni di esperienza nelle risorse umane, con un focus particolare sui servizi professionali e finanziari. In qualità di leader in beqom, guida la crescita nel settore dei servizi finanziari, garantendo che i clienti traggano il massimo valore dalla piattaforma. In precedenza, ha ricoperto diversi ruoli presso Morgan Stanley in ambito compensation e analytics, arrivando poi a dirigere le compensation operations e l'implementazione della piattaforma di total compensation management di beqom. Jane ha maturato una solida esperienza nella gestione di tecnologie HR, customer success e progetti di change management su larga scala.",[2334],{"start":34,"end":2335,"type":44},13,[2337],{"type":39,"text":2338,"spans":2339,"direction":55},"Gestione delle retribuzioni, Compensation Operations, Servizi finanziari, Risorse Umane, Implementazioni tecnologiche HR",[],"Durham, NC","MS, New York University, Human Resources Management; BA, Colgate University, English \u002F Creative Writing","77c71696-1d5f-4b78-87b7-5491bc81502c",{"link_type":94},"2026-06-25T21:54:00+0000","2026-06-25",[],"Email address to read",{"dimensions":2349,"alt":2350,"copyright":5,"url":2351,"id":2352,"edit":2353,"preview":2355},{"width":437,"height":438},"Donna sorridente al lavoro.","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaUFJv3NYClf9oQbZ_Frame1597881451.jpg?auto=format%2Ccompress&rect=42%2C0%2C1116%2C630&w=1240&h=700","aUFJv3NYClf9oQbZ",{"x":2354,"y":34,"zoom":35,"background":36},42,{"dimensions":2356,"alt":2350,"copyright":5,"url":2357,"id":2352,"edit":2358},{"width":446,"height":447},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaUFJv3NYClf9oQbZ_Frame1597881451.jpg?auto=format%2Ccompress&rect=40%2C0%2C1119%2C630&w=828&h=466",{"x":1512,"y":34,"zoom":35,"background":36},[2360],{"product":2361},{"id":116,"type":117,"tags":2362,"lang":14,"slug":120,"first_publication_date":121,"last_publication_date":122,"uid":123,"url":124,"data":2363,"link_type":94,"key":2370,"isBroken":57},[119],{"title":126,"icon":2364,"preview_title":743,"preview_image":2367,"meta_title":2075,"meta_description":2076},{"dimensions":2365,"alt":739,"copyright":5,"url":740,"id":741,"edit":2366},{"width":738,"height":459},{"x":34,"y":34,"zoom":35,"background":36},{"dimensions":2368,"alt":748,"copyright":5,"url":749,"id":750,"edit":2369},{"width":746,"height":747},{"x":34,"y":34,"zoom":35,"background":36},"b894a5e9-dc9e-4be4-bace-e7d9e538476a",[2372],{"topic":2373},{"id":2094,"type":987,"tags":2374,"lang":14,"slug":123,"first_publication_date":9,"last_publication_date":9,"uid":123,"data":2375,"link_type":94,"key":2376,"isBroken":57},[],{"title":126},"5fe31703-bec2-41a1-8acb-cdcf29d65e0f",[2378,2409,2524,2538,2655,2666,2723,2773],{"variation":504,"version":505,"items":2379,"primary":2380,"id":2408,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2381,"text_size":1060,"background_color":520},[2382,2390,2393,2405],{"type":39,"text":2383,"spans":2384,"direction":55},"Cosa spinge le persone a dare il meglio di sé e come vanno ricompensate quando lo fanno? I piani di bonus e gli altri incentivi per il personale consentono alle organizzazioni di incrementare la motivazione, la produttività e la soddisfazione lavorativa complessiva dei dipendenti.",[2385],{"start":2386,"end":2387,"type":50,"data":2388},89,105,{"link_type":52,"url":2389,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fblog\u002Fengage-thrive-reward-developing-a-successful-bonus",{"type":39,"text":2391,"spans":2392,"direction":55},"Tuttavia, progettare una struttura di bonus non serve solo a incentivare i comportamenti corretti. Oggi, gli aspetti legati alla compliance e le decisioni operative sono importanti quanto la motivazione e il morale. Quando la gestione dei bonus si affida a fogli di calcolo o a sistemi non integrati, i rischi si moltiplicano: gli errori di calcolo passano inosservati, le tracce di audit scompaiono e le modifiche a metà ciclo richiedono settimane anziché ore. Anche le norme sugli obblighi di comunicazione relativi alla retribuzione variabile si stanno inasprendo, e la reale collocazione geografica dei dipendenti sta ridefinendo le modalità di calcolo, erogazione e rendicontazione dei bonus.",[],{"type":39,"text":2394,"spans":2395,"direction":55},"La pressione più immediata proviene dalle leggi sulla trasparenza retributiva a livello statale negli Stati Uniti. In meno di un decennio, il Paese è passato dall'assenza di normative a leggi che coprono oltre il 40% della forza lavoro, secondo il nostro US Pay Transparency Index. California, Colorado, Washington, New York, Illinois e un numero sempre crescente di altri Stati richiedono ora ai datori di lavoro di indicare gli intervalli retributivi negli annunci di lavoro. Diversi Stati estendono tale obbligo a bonus, commissioni e altre componenti della retribuzione variabile.",[2396,2401],{"start":2397,"end":2398,"type":50,"data":2399},244,245,{"link_type":52,"url":2400,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fblog\u002Fus-pay-transparency-index",{"start":2402,"end":2403,"type":50,"data":2404},255,280,{"link_type":52,"url":2400,"target":1017},{"type":39,"text":2406,"spans":2407,"direction":55},"Mentre sviluppi i tuoi sistemi di incentivazione, esplora questi 10 esempi di strutture di bonus per individuare quelli più adatti alla tua azienda.",[],"article_text$1e5e6698-b544-4f19-9ce6-352a70751161",{"variation":504,"version":505,"items":2410,"primary":2411,"id":2523,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2412,"text_size":519,"background_color":520},[2413,2416,2419,2423,2427,2430,2433,2436,2440,2443,2446,2450,2454,2457,2460,2463,2467,2470,2473,2477,2480,2483,2486,2489,2493,2496,2499,2503,2507,2510,2513,2516,2520],{"type":510,"text":2414,"spans":2415,"direction":55},"1. Bonus legati agli obiettivi",[],{"type":39,"text":2417,"spans":2418,"direction":55},"Quando un dipendente o un team raggiunge un obiettivo predeterminato, l'azienda può assegnare bonus basati sugli obiettivi. Le organizzazioni erogano regolarmente bonus basati sugli obiettivi, ad esempio a cadenza semestrale o annuale, per incentivare i dipendenti a offrire prestazioni elevate e a raggiungere i propri traguardi.",[],{"type":39,"text":2420,"spans":2421,"direction":55},"Esempio: i dipendenti ricevono un bonus legato agli obiettivi dopo aver completato un progetto o aver raggiunto la propria quota entro una tempistica prestabilita, ad esempio un trimestre.",[2422],{"start":34,"end":885,"type":44},{"type":39,"text":2424,"spans":2425,"direction":55},"Ideali per: ",[2426],{"start":34,"end":2030,"type":44},{"type":594,"text":2428,"spans":2429,"direction":55},"Ruoli con risultati misurabili come obiettivi di vendita, scadenze di progetto, quote di produzione o punteggi di soddisfazione del cliente.",[],{"type":594,"text":2431,"spans":2432,"direction":55},"Aziende che desiderano collegare le performance individuali a risultati aziendali prioritari.",[],{"type":594,"text":2434,"spans":2435,"direction":55},"Team in cui il lavoro si suddivide in obiettivi distinti e tracciabili.",[],{"type":39,"text":2437,"spans":2438,"direction":55},"Consiglio pratico: struttura il bonus sulla base di obiettivi SMART (specifici, misurabili, raggiungibili, rilevanti e definiti nel tempo). Obiettivi generici come \"incrementare le vendite\" lasciano i dipendenti nell'incertezza, mentre un traguardo come \"chiudere 15 contratti enterprise entro il Q4\" offre a entrambe le parti un parametro misurabile da monitorare.",[2439],{"start":34,"end":1943,"type":44},{"type":510,"text":2441,"spans":2442,"direction":55},"2. Bonus legati alle vendite",[],{"type":39,"text":2444,"spans":2445,"direction":55},"I bonus sulle vendite offrono ai rappresentanti commerciali opportunità di ottenere premi legati alle loro performance. Mentre le commissioni costituiscono una retribuzione diretta legata alle singole vendite, i bonus sulle vendite offrono incentivi aggiuntivi che vanno oltre le potenziali commissioni .",[],{"type":39,"text":2447,"spans":2448,"direction":55},"Esempio: i rappresentanti commerciali maturano un bonus trimestrale legato al raggiungimento dei target di vendita in aggiunta alle normali commissioni. Al raggiungimento o al superamento dei target, i rappresentanti ricevono un bonus pari a una percentuale del fatturato totale generato in quel periodo.",[2449],{"start":34,"end":584,"type":44},{"type":39,"text":2451,"spans":2452,"direction":55},"Ideali per:  ",[2453],{"start":34,"end":2335,"type":44},{"type":594,"text":2455,"spans":2456,"direction":55},"Team commerciali per i quali desideri premiare risultati che vanno oltre le singole trattative, come le performance del team, la fidelizzazione dei clienti o l'espansione del mercato.",[],{"type":594,"text":2458,"spans":2459,"direction":55},"Aziende che intendono promuovere specifici comportamenti di vendita non coperti dalle commissioni , come l'upselling sui clienti esistenti o il cross-selling di nuovi prodotti.",[],{"type":594,"text":2461,"spans":2462,"direction":55},"Commerciali le cui trattative individuali sono imprevedibili, ma il cui contributo al team o alla pipeline è costante.",[],{"type":39,"text":2464,"spans":2465,"direction":55},"Consiglio pratico: combina i bonus sulle vendite con altre forme di remunerazione incentivante per le vendite per ottenere risultati misurabili all'interno dei team di vendita e favorire il successo finanziario della tua organizzazione.",[2466],{"start":34,"end":1943,"type":44},{"type":510,"text":2468,"spans":2469,"direction":55},"3. Premi di presenza",[],{"type":39,"text":2471,"spans":2472,"direction":55},"Le aziende premiano i dipendenti per la presenza costante al lavoro e il raggiungimento degli obiettivi con specifici premi di presenza. L'erogazione di questi premi riduce l'assenteismo e favorisce la produttività aziendale.",[],{"type":39,"text":2474,"spans":2475,"direction":55},"Esempio: i dipendenti hanno diritto a un premio di presenza se effettuano tutti i turni programmati in un mese solare, o a cinque giornate di retribuzione aggiuntive a fine anno se non hanno usufruito di congedi per malattia.",[2476],{"start":34,"end":563,"type":44},{"type":39,"text":2451,"spans":2478,"direction":55},[2479],{"start":34,"end":2335,"type":44},{"type":594,"text":2481,"spans":2482,"direction":55},"Settori in cui la continuità del personale è critica per l'operatività, come il settore manifatturiero, la sanità, il servizio clienti e la logistica.",[],{"type":594,"text":2484,"spans":2485,"direction":55},"Forza lavoro oraria o turnista, in cui una singola assenza crea vuoti di copertura.",[],{"type":594,"text":2487,"spans":2488,"direction":55},"Ruoli in cui le chiamate con breve preavviso si traducono direttamente in perdita di produttività o impatto sui clienti.",[],{"type":39,"text":2490,"spans":2491,"direction":55},"Consiglio pratico: prevedi eccezioni per le assenze tutelate per legge. I congedi per disabilità, i congedi medici e le altre categorie protette non devono escludere il dipendente dal bonus, altrimenti si rischia una contestazione per discriminazione. Documenta le eccezioni all'interno della policy, in modo che i manager non debbano valutarle caso per caso.",[2492],{"start":34,"end":1117,"type":44},{"type":510,"text":2494,"spans":2495,"direction":55},"4. Premi di partecipazione agli utili",[],{"type":39,"text":2497,"spans":2498,"direction":55},"I dipendenti aventi diritto ricevono una percentuale degli utili aziendali, in genere su base annua, attraverso premi di partecipazione agli utili. Questi premi vengono distribuiti sotto forma di denaro, azioni o altre forme di retribuzione e collegano le performance dei dipendenti alla crescita e alla prosperità dell'azienda.",[],{"type":39,"text":2500,"spans":2501,"direction":55},"Esempio: i profitti annuali di un'azienda sono pari a $100.000 e il 10% dell'utile viene distribuito sotto forma di bonus a cinque dipendenti aventi diritto, che ricevono un importo proporzionale al rispettivo stipendio. Se lo stipendio del dipendente A rappresenta il 25% del totale dei salari aziendali, riceverà il 25% del pool di bonus totale, garantendo una distribuzione equa del bonus di partecipazione agli utili.",[2502],{"start":34,"end":584,"type":44},{"type":39,"text":2504,"spans":2505,"direction":55},"Ideali per:  ",[2506],{"start":34,"end":2335,"type":44},{"type":594,"text":2508,"spans":2509,"direction":55},"Aziende con cicli di profitto stabili o prevedibili, in cui i payout non subiscono forti oscillazioni da un anno all'altro.",[],{"type":594,"text":2511,"spans":2512,"direction":55},"Organizzazioni che desiderano che i dipendenti si concentrino sui risultati a livello aziendale, anziché solo su metriche individuali o di team.",[],{"type":594,"text":2514,"spans":2515,"direction":55},"Organici in cui la mentalità di ownership fa parte della cultura che sta costruendo.",[],{"type":39,"text":2517,"spans":2518,"direction":55},"Consiglio pratico: associa il profit sharing a un altro incentivo a lungo termine (LTI), come le assegnazioni azionarie o i bonus di ritenzione. Nei periodi meno favorevoli i profitti diminuiscono, e i dipendenti che beneficiano unicamente del profit sharing risentono di questa oscillazione. Un secondo LTI attenua l'impatto e mantiene alto il coinvolgimento anche nei periodi di flessione.",[2519],{"start":34,"end":1117,"type":44},{"type":510,"text":2521,"spans":2522,"direction":55},"",[],"article_text$7528772c-2a7d-41c6-a230-4c7503e2a478",{"variation":504,"version":505,"items":2525,"primary":2526,"id":2536,"slice_type":2537,"slice_label":5},[],{"section_id":5,"image":2527,"caption":2535},{"dimensions":2528,"alt":2531,"copyright":5,"url":2532,"id":2533,"edit":2534},{"width":2529,"height":2530},1200,630,"Donna in piedi a braccia conserte.","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FZzNCD68jQArT0v-f_beqom_SEOblogonPerformanceImprovementPlans_PrismicBanner.jpg?auto=format,compress","ZzNCD68jQArT0v-f",{"x":34,"y":34,"zoom":35,"background":36},[],"article_image$67f90ca5-6696-4a49-8776-4ec8bd17eecc","article_image",{"variation":504,"version":505,"items":2539,"primary":2540,"id":2654,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2541,"text_size":519,"background_color":520},[2542,2545,2548,2552,2555,2558,2561,2564,2573,2576,2579,2583,2586,2589,2592,2595,2599,2602,2605,2609,2612,2615,2618,2621,2625,2628,2631,2635,2639,2642,2645,2648,2652],{"type":510,"text":2543,"spans":2544,"direction":55},"5. Bonus di team",[],{"type":39,"text":2546,"spans":2547,"direction":55},"Le aziende promuovono il lavoro di squadra e la collaborazione assegnando bonus di team. Anziché concentrarsi esclusivamente sulle performance individuali, i bonus di team valorizzano l'impegno collaborativo di un gruppo o di un dipartimento nel raggiungimento di obiettivi comuni o milestone di progetto.",[],{"type":39,"text":2549,"spans":2550,"direction":55},"Esempio: un bonus di 20.000 $ viene assegnato trimestralmente a un team che completa con successo un progetto entro i termini previsti. I team leader, insieme al senior management, collaborano per determinare come distribuire il bonus.",[2551],{"start":34,"end":563,"type":44},{"type":39,"text":2504,"spans":2553,"direction":55},[2554],{"start":34,"end":2335,"type":44},{"type":594,"text":2556,"spans":2557,"direction":55},"Progetti o flussi di lavoro in cui i risultati dipendono dalla collaborazione anziché da eroismi individuali.",[],{"type":594,"text":2559,"spans":2560,"direction":55},"Iniziative interfunzionali che riuniscono persone di diversi dipartimenti attorno a un unico deliverable.",[],{"type":594,"text":2562,"spans":2563,"direction":55},"Forze lavoro in cui si punta a ridurre la competizione interna e a costruire una cultura collaborativa.",[],{"type":39,"text":2565,"spans":2566,"direction":55},"Consiglio pratico: documenta e condividi i criteri utilizzati per suddividere il pool. Se i membri del team vedono come è stata calcolata la loro quota (ruolo nel progetto, ore dedicate, deliverable di competenza), il bonus rafforza la collaborazione anziché generare discussioni su chi ha ottenuto cosa. Gli strumenti di workforce analytics aiutano a far emergere i dati sulle prestazioni sottostanti che i manager utilizzano per giustificare la ripartizione.",[2567,2568],{"start":34,"end":1943,"type":44},{"start":2569,"end":2570,"type":50,"data":2571},305,341,{"link_type":52,"url":2572,"target":1017},"https:\u002F\u002Fwww.beqom.com\u002Fproducts\u002Fpay-intelligence",{"type":510,"text":2574,"spans":2575,"direction":55},"6. Bonus spot",[],{"type":39,"text":2577,"spans":2578,"direction":55},"I bonus spot vengono erogati ai dipendenti in modo immediato o spontaneo per le loro prestazioni, azioni o comportamenti. A differenza di altre forme di bonus, i bonus spot sono spesso inattesi e non sono vincolati a criteri o tempistiche predeterminati.",[],{"type":39,"text":2580,"spans":2581,"direction":55},"Esempio: quando un cliente fornisce un feedback spontaneo sul servizio eccezionale di un dipendente, al dipendente viene immediatamente assegnato un bonus monetario, come contanti o un buono regalo, o un bonus non monetario, come un attestato o permessi retribuiti aggiuntivi.",[2582],{"start":34,"end":584,"type":44},{"type":39,"text":2504,"spans":2584,"direction":55},[2585],{"start":34,"end":2335,"type":44},{"type":594,"text":2587,"spans":2588,"direction":55},"Rafforzare tempestivamente comportamenti specifici, quando il momento è ancora fresco.",[],{"type":594,"text":2590,"spans":2591,"direction":55},"Ambienti di lavoro in cui i cicli di valutazione formale sono troppo lenti per cogliere l'eccellenza quotidiana.",[],{"type":594,"text":2593,"spans":2594,"direction":55},"Aziende che desiderano offrire ai manager uno strumento di riconoscimento flessibile e con un ridotto carico amministrativo.",[],{"type":39,"text":2596,"spans":2597,"direction":55},"Consiglio pratico: definisci un budget trimestrale per ciascun manager e documenta i criteri per ogni bonus spot. Senza questi limiti, i bonus spot tendono a favorire i dipendenti più visibili alla leadership, e il resto del team può iniziare a notare questa dinamica. Un semplice registro con la dicitura \"Ho assegnato questo premio per X\" garantisce l'equità del programma e offre un punto di riferimento chiaro se qualcuno mette in discussione la distribuzione.",[2598],{"start":34,"end":1117,"type":44},{"type":510,"text":2600,"spans":2601,"direction":55},"7. Bonus di retention",[],{"type":39,"text":2603,"spans":2604,"direction":55},"Trascorso un periodo concordato di permanenza in azienda, il dipendente matura il diritto a un bonus di retention, un incentivo finanziario che aiuta le organizzazioni a trattenere i talenti chiave e a ridurre al minimo i costi di assunzione. Le aziende offrono questi bonus anche per trattenere i dipendenti che si ritiene stiano valutando opportunità presso i concorrenti.",[],{"type":39,"text":2606,"spans":2607,"direction":55},"Esempio: un retention bonus viene corrisposto annualmente ai dipendenti idonei che rimangono in azienda per un anno. L'erogazione del bonus può coincidere con l'anniversario di assunzione del dipendente o con la chiusura dell'esercizio fiscale, e si basa su una percentuale della retribuzione o su un importo fisso stabilito dall'HR.",[2608],{"start":34,"end":563,"type":44},{"type":39,"text":2504,"spans":2610,"direction":55},[2611],{"start":34,"end":2335,"type":44},{"type":594,"text":2613,"spans":2614,"direction":55},"Periodi di cambiamento organizzativo, come fusioni, acquisizioni o ristrutturazioni significative, in cui l'incertezza è elevata e le persone sondano il mercato del lavoro.",[],{"type":594,"text":2616,"spans":2617,"direction":55},"Ruoli di difficile sostituzione, per i quali la ricostituzione del patrimonio di conoscenze aziendali richiederebbe un anno o più.",[],{"type":594,"text":2619,"spans":2620,"direction":55},"Dipendenti specifici identificati come a rischio di abbandono in mercati del lavoro caratterizzati da una forte carenza di candidati.",[],{"type":39,"text":2622,"spans":2623,"direction":55},"Consiglio pratico: abbina i bonus di retention a colloqui volti a comprendere i motivi per cui un dipendente rischia di lasciare l'azienda. Se un collaboratore chiave mostra insofferenza per motivi legati alla crescita professionale, al carico di lavoro o alla gestione, un bonus di retention ritarda l'abbandono senza evitarlo. Utilizza il bonus per avviare il dialogo che svolge il vero e proprio lavoro di retention.",[2624],{"start":34,"end":1117,"type":44},{"type":510,"text":2626,"spans":2627,"direction":55},"8. Bonus per segnalazione",[],{"type":39,"text":2629,"spans":2630,"direction":55},"Quando i dipendenti segnalano candidati all'azienda, ricevono un bonus di segnalazione, in genere sotto forma di denaro, carte regalo o giorni di ferie aggiuntivi. Le aziende scelgono se offrire i bonus di segnalazione come importo fisso, indipendentemente dal tipo di posizione, o attraverso una struttura a scaglioni che tiene conto del livello o dell'importanza del ruolo.",[],{"type":39,"text":2632,"spans":2633,"direction":55},"Esempio: i dipendenti possono segnalare candidati per una posizione inviando i loro curricula tramite il portale di segnalazione aziendale dedicato o direttamente al reparto Risorse Umane. L'azienda può adottare un sistema di bonus a scaglioni, che prevede l'erogazione di premi più elevati per la segnalazione di candidati per posizioni difficili da ricoprire.",[2634],{"start":34,"end":563,"type":44},{"type":39,"text":2636,"spans":2637,"direction":55},"Ideali per:",[2638],{"start":34,"end":1151,"type":44},{"type":594,"text":2640,"spans":2641,"direction":55},"Aziende che assumono su larga scala, in cui il costo del recruiting esterno è in aumento.",[],{"type":594,"text":2643,"spans":2644,"direction":55},"Ruoli in cui le competenze di settore sono fondamentali e i dipendenti attuali sanno chi sono i migliori sul campo.",[],{"type":594,"text":2646,"spans":2647,"direction":55},"Forza lavoro con solide reti professionali, in particolare in settori specializzati come il tech, la sanità o la finanza.",[],{"type":39,"text":2649,"spans":2650,"direction":55},"Consiglio pratico: inserisci i requisiti completi del ruolo nella richiesta di referral, andando oltre quanto indicato nell'annuncio di lavoro pubblico. Il dipendente che effettua il referral deve sapere cosa cerca il team di selezione. Un breve brief interno che elenca le competenze indispensabili, i fattori di esclusione e come si definisce il successo nei primi 90 giorni aiuta i dipendenti a filtrare autonomamente la propria rete di contatti e a segnalare candidati idonei a superare il colloquio.",[2651],{"start":34,"end":1117,"type":44},{"type":510,"text":2521,"spans":2653,"direction":55},[],"article_text$40902cc2-5632-4a61-9280-61ed9f6aa67d",{"variation":504,"version":505,"items":2656,"primary":2657,"id":2665,"slice_type":2537,"slice_label":5},[],{"section_id":5,"image":2658,"caption":2664},{"dimensions":2659,"alt":2660,"copyright":5,"url":2661,"id":2662,"edit":2663},{"width":2529,"height":2530},"Uomo seduto in ufficio, sorridente","https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FZzMfha8jQArT0uvJ_beqom-nurture_02_understanding-long-term-incentives_banner.jpg?auto=format,compress","ZzMfha8jQArT0uvJ",{"x":34,"y":34,"zoom":35,"background":36},[],"article_image$0421a89f-b05d-4028-8741-790cbd1dc905",{"variation":504,"version":505,"items":2667,"primary":2668,"id":2722,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2669,"text_size":519,"background_color":520},[2670,2673,2676,2680,2683,2686,2689,2692,2696,2699,2702,2706,2709,2712,2715,2718],{"type":510,"text":2671,"spans":2672,"direction":55},"9. Premi per la sicurezza",[],{"type":39,"text":2674,"spans":2675,"direction":55},"I bonus per la sicurezza incentivano i dipendenti a rispettare i protocolli di sicurezza, le normative e le best practice, riducendo gli infortuni e promuovendo la responsabilità sul luogo di lavoro. Questi bonus sono utili nei settori manifatturiero, della logistica, sanitario, edile e in altri settori ad alto rischio in cui la sicurezza è una priorità.",[],{"type":39,"text":2677,"spans":2678,"direction":55},"Esempio: tutti i dipendenti aventi diritto ricevono un bonus trimestrale per il mantenimento di un record di zero infortuni durante un periodo specificato, come ad esempio un trimestre.",[2679],{"start":34,"end":563,"type":44},{"type":39,"text":2504,"spans":2681,"direction":55},[2682],{"start":34,"end":2335,"type":44},{"type":594,"text":2684,"spans":2685,"direction":55},"Settori ad alto rischio come il manifatturiero, il magazzinaggio, la sanità, l'edilizia e il settore petrolio e gas.",[],{"type":594,"text":2687,"spans":2688,"direction":55},"Forze lavoro in cui gli incidenti sul lavoro hanno conseguenze finanziarie dirette, tra cui tempi di inattività, sanzioni OSHA o richieste di indennizzo per infortuni sul lavoro.",[],{"type":594,"text":2690,"spans":2691,"direction":55},"Siti con lavoro a turni o in team, in cui la responsabilità collettiva rafforza il comportamento individuale.",[],{"type":39,"text":2693,"spans":2694,"direction":55},"Consiglio pratico: colega il bonus a comportamenti specifici e osservabili, anziché a semplici periodi privi di incidenti. Premiare \"zero incidenti in questo trimestre\" spinge i dipendenti a omettere la segnalazione degli infortuni pur di mantenere la serie positiva. Ricompensare azioni come il completamento puntuale della formazione sulla sicurezza, la segnalazione dei quasi incidenti o l'uso dei DPI previsti valorizza il comportamento effettivo desiderato, senza creare un incentivo a nascondere i problemi.",[2695],{"start":34,"end":1943,"type":44},{"type":510,"text":2697,"spans":2698,"direction":55},"10. Bonus per l'innovazione",[],{"type":39,"text":2700,"spans":2701,"direction":55},"I bonus innovazione incoraggiano i dipendenti a proporre nuove idee, soluzioni creative e approcci non convenzionali per la risoluzione dei problemi e il completamento dei progetti all'interno dell'organizzazione.",[],{"type":39,"text":2703,"spans":2704,"direction":55},"Esempio: i dipendenti sono incoraggiati a presentare proposte per l'ottimizzazione dei processi, il miglioramento dei prodotti, casi d'uso dell'IA, misure di riduzione dei costi o altre iniziative che hanno un impatto positivo sull'azienda. Le proposte vengono valutate in base a fattibilità, impatto potenziale e allineamento con gli obiettivi aziendali; le idee promettenti vengono implementate e i dipendenti ricevono bonus per il loro contributo.",[2705],{"start":34,"end":563,"type":44},{"type":39,"text":2504,"spans":2707,"direction":55},[2708],{"start":34,"end":2335,"type":44},{"type":594,"text":2710,"spans":2711,"direction":55},"Organizzazioni che hanno l'esigenza di far emergere le idee delle persone più vicine al lavoro, in particolare nelle operations, nella produzione o nei ruoli a diretto contatto con il cliente.",[],{"type":594,"text":2713,"spans":2714,"direction":55},"Aziende che promuovono il miglioramento continuo, le operazioni lean o l'adozione dell'IA e l'innovazione.",[],{"type":594,"text":2716,"spans":2717,"direction":55},"Forze lavoro in cui le buone idee spesso rimangono inespresse perché manca un percorso chiaro per passare dall'idea all'azione.",[],{"type":39,"text":2719,"spans":2720,"direction":55},"Consiglio pratico: i programmi di innovazione perdono rapidamente slancio quando i dipendenti propongono idee che finiscono in una scatola nera senza ricevere alcun riscontro. Soprattutto nei casi d'uso dell'IA, in cui i dipendenti stanno già sperimentando autonomamente, un processo lento spinge questi esperimenti in flussi di lavoro privati invece di formalizzarli per consentirne l'adozione da parte del team. Semplici aggiornamenti di stato (\"in fase di valutazione\", \"in fase di implementazione\", \"scartato, ecco perché\") indicano che il programma produce risultati concreti.",[2721],{"start":34,"end":1943,"type":44},"article_text$87e4ea47-9355-4ded-807f-b5b0e5e38ef1",{"variation":504,"version":505,"items":2724,"primary":2725,"id":2772,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2726,"text_size":519,"background_color":1048},[2727,2730,2733,2736,2739,2742,2745,2748,2751,2754,2757,2760,2763,2766,2769],{"type":510,"text":2728,"spans":2729,"direction":55},"In che modo i KPI si collegano alle strutture di bonus?",[],{"type":39,"text":2731,"spans":2732,"direction":55},"La maggior parte dei sistemi di bonus funziona solo se ancorata ai giusti KPI. Un piano di bonus senza KPI ben definiti è una voce di budget priva di scopo: eroga pagamenti senza chiarire ai collaboratori che cosa venga effettivamente ricompensato, o perché.",[],{"type":39,"text":2734,"spans":2735,"direction":55},"Un KPI è idoneo all'assegnazione di un bonus quando soddisfa tre criteri. Deve essere misurabile, il che significa che è possibile determinare un dato numerico alla fine del periodo, senza interpretazioni o dibattiti. Deve essere attribuibile, ovvero il dipendente o il team possono influenzare il risultato attraverso le proprie azioni. Infine, deve essere allineato a un risultato aziendale rilevante per il livello superiore, in modo che i KPI individuali si colleghino agli obiettivi del team e gli obiettivi del team alle priorità aziendali.",[],{"type":568,"text":2737,"spans":2738,"direction":55},"Cosa rende efficace un KPI per i bonus?",[],{"type":39,"text":2740,"spans":2741,"direction":55},"I migliori KPI sono quelli in cui il dipendente stabilisce un collegamento diretto tra le proprie decisioni quotidiane e la cifra riportata nel proprio prospetto. I KPI generici, come \"dimostrare leadership\" o \"contribuire alla cultura del team\", non superano questo test in quanto richiedono un'interpretazione soggettiva al momento dell'erogazione, generando incoerenze tra i diversi manager e riducendo la fiducia nel programma.",[],{"type":39,"text":2743,"spans":2744,"direction":55},"I KPI per i bonus più efficaci condividono alcune caratteristiche: sono quantitativi (un conteggio, un tasso, una percentuale, un valore monetario), prevedono una finestra di misurazione definita che coincide con il ciclo del bonus e sono registrati in un sistema, anziché essere stimati a posteriori da un manager. Quest'ultimo punto è più importante di quanto sembri: quando i dati dei KPI devono essere raccolti manualmente alla fine del trimestre, gli errori si accumulano e sorgono controversie.",[],{"type":568,"text":2746,"spans":2747,"direction":55},"Come varia la scelta dei KPI in base alla tipologia di bonus?",[],{"type":39,"text":2749,"spans":2750,"direction":55},"I KPI corretti variano notevolmente in base alla struttura dei bonus adottata. La scelta di un KPI non allineato alla struttura rappresenta uno dei motivi più comuni per cui i piani di bonus non offrono i risultati previsti.",[],{"type":39,"text":2752,"spans":2753,"direction":55},"Per i bonus basati su obiettivi e sulle vendite, i KPI devono essere individuali e focalizzati sui risultati: contratti conclusi, ricavi generati, percentuale di raggiungimento della quota o punteggi di soddisfazione dei clienti. In questi ruoli il contributo individuale è direttamente tracciabile, pertanto il KPI deve riflettere questa precisione.",[],{"type":39,"text":2755,"spans":2756,"direction":55},"Per i bonus di team, i KPI devono misurare i risultati collettivi anziché i punteggi individuali aggregati. La consegna dei progetti nel rispetto di tempi e budget, le metriche aggregate di soddisfazione dei clienti o il contributo condiviso alla pipeline sono molto più utili in questo contesto rispetto alla somma dei singoli contratti conclusi. Se il KPI può essere aggirato da un unico high performer che trascina il resto del gruppo, non è il KPI adatto per una struttura di team.",[],{"type":39,"text":2758,"spans":2759,"direction":55},"Per i premi di partecipazione agli utili, i KPI finanziari a livello aziendale, come crescita dei ricavi, margine EBITDA e utile operativo, rappresentano il punto di riferimento naturale. Dato che l'erogazione è legata a risultati che molti dipendenti influenzano solo indirettamente, è opportuno associare al KPI a livello aziendale un KPI secondario, individuale o di team, in modo che i collaboratori vedano come il proprio lavoro si collega al valore che determina l'erogazione stessa.",[],{"type":39,"text":2761,"spans":2762,"direction":55},"Per i bonus innovazione e i bonus spot, i KPI cedono il passo a criteri, ossia standard definiti per stabilire i requisiti di assegnazione del premio. Per i bonus innovazione, questo si traduce solitamente nella valutazione della fattibilità, nella stima dell'impatto e nell'allineamento con le priorità strategiche. Per i bonus spot, i criteri comportamentali documentati contano più delle metriche. In entrambi i casi, il principio è lo stesso: i criteri alla base del premio devono essere definiti in anticipo, visibili ai dipendenti e applicati in modo coerente dai manager.",[],{"type":568,"text":2764,"spans":2765,"direction":55},"Cosa accade quando i KPI sono definiti in modo inadeguato?",[],{"type":39,"text":2767,"spans":2768,"direction":55},"KPI definiti in modo inadeguato non si limitano a compromettere il piano di bonus, ma creano rischi di governance e compliance a valle. Quando i manager devono interpretare obiettivi vaghi al momento dell'erogazione, le decisioni diventano disomogenee tra i vari team. Tale disomogeneità risulta più difficile da difendere con l'estensione dei requisiti di trasparenza retributiva alla retribuzione variabile, e offre ai dipendenti motivi legittimi per dubitare che il piano sia applicato in modo equo.",[],{"type":39,"text":2770,"spans":2771,"direction":55},"La soluzione consiste nel definire i KPI in fase di progettazione del programma, e non al momento dell'erogazione. Occorre documentare la metrica, il metodo di misurazione, la fonte dei dati e la soglia per ciascun livello del bonus. Quando tale definizione risiede in un sistema governato, anziché in un foglio di calcolo o nella memoria di un manager, il programma funziona in modo coerente su scala, e dispone della traccia di audit per dimostrarlo.",[],"article_text$8f2c1d24-3c61-44e1-8139-b5a6998df5ae",{"variation":504,"version":505,"items":2774,"primary":2775,"id":2793,"slice_type":522,"slice_label":5},[],{"section_id":5,"content":2776,"text_size":519,"background_color":1061},[2777,2780,2783,2786],{"type":510,"text":2778,"spans":2779,"direction":55},"Scegliere la struttura dei bonus ideale per il proprio team",[],{"type":39,"text":2781,"spans":2782,"direction":55},"La corretta struttura dei bonus dipende da chi svolge il lavoro in un determinato settore e dagli obiettivi di business dell'azienda. Ciascuna struttura favorisce un risultato diverso, dalla motivazione delle performance individuali all'incentivazione del lavoro di squadra e dell'innovazione.",[],{"type":39,"text":2784,"spans":2785,"direction":55},"Le aziende dovrebbero valutare l'integrazione di alcuni di questi esempi di strutture di bonus per allineare i propri obiettivi alle motivazioni dei dipendenti, favorendo una cultura di riconoscimento, collaborazione e innovazione. La giusta piattaforma di compensation aiuta a creare queste strutture con la governance e la flessibilità necessarie per adeguarle all'evoluzione della forza lavoro, degli obiettivi aziendali e delle aspettative dei dipendenti, senza dover dipendere dalle code dell'IT o da riconciliazioni manuali.",[],{"type":39,"text":2787,"spans":2788,"direction":55},"Parla con beqom per scoprire come creare programmi di incentivazione per i dipendenti scalabili in base alla tua forza lavoro. Prenota una demo",[2789],{"start":2790,"end":2791,"type":50,"data":2792},126,143,{"link_type":52,"url":1976,"target":1017},"article_text$cb9ba5b8-d65a-4ab8-a036-c4bf3a4c0382","I 10 migliori esempi di strutture di bonus","Vuoi migliorare le performance dei dipendenti? Scopri 10 modelli di bonus per guidare l'innovazione e la crescita in azienda.",{"dimensions":2797,"alt":2350,"copyright":5,"url":2798,"id":2352,"edit":2799},{"width":28,"height":29},"https:\u002F\u002Fimages.prismic.io\u002Fbeqom-com\u002FaUFJv3NYClf9oQbZ_Frame1597881451.jpg?auto=format%2Ccompress&w=2400&h=1260",{"x":34,"y":34,"zoom":35,"background":36},"Ecco le 10 migliori strutture di bonus","Il giusto piano di bonus migliora le performance aziendali.","Strutture di bonus per incrementare le performance","Ecco 10 piani di bonus per valorizzare i dipendenti e ottenere risultati.","3f9f504","All Rights Reserved"]