New Laws Require Salary Ranges in Job Listings
More than 15 states now prohibit employers from asking job hunters about their salary histories, according to HR Dive, and new laws in Colorado and New York City aimed at narrowing gender-pay gaps are going further by requiring companies to publish salary ranges in their job listings. New York City’s new rule, set to take effect in May, will mandate that companies with four or more employees working in the city list minimum and maximum salaries when advertising jobs, promotions, or transfer opportunities for positions within the city. Violators face potential fines and civil penalties.
A similar law implemented in Colorado last year requires companies with at least one employee in the state to list pay ranges and benefits in their job postings—including for remote jobs that could be performed in Colorado. (In addition, California, Connecticut, Maryland, Nevada, Rhode Island, and Washington have passed laws that mandate the disclosure of pay ranges to job candidates during the interview process.) Such public publication of salary ranges will interest not only job seekers, of course.
While companies will gain insight into salaries offered by the competition, their employees will also see where their paychecks fall on the spectrum advertised to applicants—and they may not be happy if they aren’t on the upper end. Firms forced to disclose salary ranges may want to consider conducting pay audits in addition to strategizing plans to address the concerns of potentially unhappy employees.
Survey Highlights Architecture Firm Staffing Challenges
As the Great Resignation upends the labor market, architecture firms are more worried about recruiting—rather than retaining—workers. According to a December 2021 survey by the American Institute of Architects (AIA), 42% of architecture firms report that recruiting staff is a very serious problem for them while 14% say the same about retaining employees.
The AIA found that larger firms, those located in the South, and those with institutional specializations are the most likely to characterize recruiting as a very serious problem. When asked to list the three most effective strategies they have implemented or plan to initiate to address staffing issues, firms ranked increasing salaries to retain staff (cited by 36%), offering additional employee perks such as remote working and a four-day work week (cited by 34%), and increasing salary offerings to attract qualified candidates (cited by 29%) at the top. If their staffing problems become even more acute in the coming months, 21% of firms said they would consider hiring contract workers and 18% would explore the outsourcing of projects to domestic firms.