Demonstrating commitment to fair pay.

One of the most important ways to show our employees we value them is by ensuring we pay them fairly. We’re proud that, after a two-year effort, we’re on track to achieve global pay parity between women and men this year. As previously announced, non-white employees are earning as much as white employees in the U.S.

Many of our industry peers, customers, and partners have asked us how we’ve approached this — and how we plan to maintain it over time. In the spirit of helping other companies advance their own initiatives, we’re happy to share our process and lessons learned.

Adobe’s journey to pay parity.

We started with a definition.
To begin, we made a clear declaration of what we meant by pay parity. We defined it as ensuring that employees in the same job are paid fairly relative to one another, regardless of their gender or ethnicity.

We took time to define jobs.

Before we could analyze for fair pay, we had to be sure we were making fair comparisons. This wasn’t easy to do, because we found that many employees who were doing different things and using different skills were grouped in the same job family in our HR system.

To provide greater definition and clarity, we kicked off a job architecture initiative that involved the following steps:

1.  We reviewed our job families to determine whether they accurately reflected the roles employees were performing.

2.  Where needed, we established new job families and levels within job families.

3.  We realigned employees to the job families and levels that best reflected their work.

We reviewed and adjusted pay.
With employees appropriately mapped, we initially focused our efforts to review compensation practices in the U.S. and India, two countries that represent 80% of our employee population, and made small adjustments based on this review. These adjustments were made for both women and men, and we’re proud to announce we achieved pay parity in the U.S. and India in December 2017 and January 2018, respectively.

We’re working to maintain parity over time.
As our business expands and we add more employees to our global team, we’re innovating to ensure that we continue paying fairly. This includes globally no longer asking candidates for prior pay history to prevent carrying over prior inequities. Around the globe, we have eliminated the practice of asking job candidates to provide their salary histories to prevent carrying over prior inequities. We also review annual salary increases to ensure fairness, incorporating new acquisitions into our pay review cycles.

Pay parity is an intensive, ongoing effort, but it’s vitally important. Our employees tell us they appreciate the level of rigor with which we’re addressing the issue, and we’re continuing to refine our practices to ensure a level playing field.


How businesses can achieve pay equity in America

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