TRUSAIC Q 0 m � Qo o� 0 0 o o o 0 0 0 � � 00 o Ao 0 07TO _§l 1J�� Cul (6) Cfij)�Cfij) cr:co firQfir ► ► ► ► ► STEP1 STEP2 STEP3 STEP4 STEPS STEP6 Develop Establish Schedule Prepare Take Put your your plan for different Communications for crisis ownership plan into discussing communication communication action pay equity mediums strategies Documenting your plan for sharing details about Depending on your audience, your discussions, pay equity is crucial for effectively communicat­ key points, metrics, and overall tone will differ. It ing progress to various internal and external is also important to note that while an organiza­ stakeholders. Your plan should be holistic and tion can promote pay transparency, that doesn't include everything from making the commitment translate to the same specific details to the differ­ to achieving pay equity as an organization to ent audiences. For example, an organization may communicating salary changes to individual em­ want to disclose to the individual employees the ployees, and everything in between. overall pay gaps and not the actual pay dispar­ ity after accounting for wage influencing factors Start by segmenting your different audiences. for each job specific category or as to a specific Once you know who you will need to address, employee. At the end of this document, we've in­ outline detailed instructions on how to talk about cluded a sample template to help you organize pay equity to each respective audience. Be sure your talking points for your different audiences. to dive into discussing progress, what kinds of equitable pay processes you currently have in Below we've provided examples of what to talk place, what steps you're taking to address pay about with select groups of people and what it is disparities, and what employees can expect to they care most about regarding pay equity. see moving forward.