When someone asks for a raise, you should be able to answer with a range and a reason. If today the answer depends on who is asking and how the quarter went, a documented structure fixes that.
Book a scoping callYou need to post a new position but don't know where to set the pay
An employee asks for a raise and there is no documented basis for yes or no
Two people in the same role are thousands of dollars apart and no one remembers why
A candidate asks for the range and the number gets decided on the call
A manager promotes someone and the new salary is a guess
A new state posting requirement arrives and there are no ranges to post
The work is not the issue. The structure underneath it is missing, and that makes every individual decision harder than it needs to be.
Replacing an employee typically costs between one half and two times their annual salary, according to Gallup. A pay gap of a few thousand dollars is inexpensive by comparison, if it is found in time.
Without ranges, every offer becomes a negotiation from zero, and the strongest candidates are the ones with other options.
A growing number of states require posted pay ranges. Without ranges, there is nothing to post.
Market benchmarking for every role, with each position mapped to its federal occupation code and priced against government wage data for your state
A grade and range structure with a minimum, midpoint, and maximum for each grade, using spreads appropriate to job level
Employee placement analysis showing where every current employee sits in their range, with compa-ratios calculated
Outliers identified, including anyone below range, above range, or compressed against a direct report
A written compensation philosophy, one to two pages, that leadership can approve and managers can follow
The working spreadsheet, which is yours to keep and maintain
You describe the headcount, the roles, and what is driving this. You will hear directly whether this is the right engagement or whether something smaller solves the problem.
Job titles, departments, locations, current salaries, and hire dates. A spreadsheet is fine, and a template is provided.
Benchmarking, structure design, placement analysis, and a philosophy draft.
A walkthrough of the structure, the outliers, and the decisions in front of you, with all files handed over.
Organizations between roughly 25 and 500 employees
No dedicated compensation function in house
Growth that has made informal pay decisions start to conflict
Operations in a state with pay transparency requirements, or expansion into one
Preparation for a funding round, an audit, or a leadership review of pay
This is not the right fit if you already have a compensation team, you need a full job architecture rebuild across thousands of roles, or you are looking for support for a decision that has already been made.
Dr. Bruce Brown holds a PhD in Human Resources and a SHRM-SCP certification, and has been a Director of Compensation and HRIS. This is not a firm that routes your project to an analyst. The same person handles the scoping call, the analysis, and the delivery walkthrough.
All benchmarking uses U.S. Bureau of Labor Statistics Occupational Employment and Wage Statistics data, which is government verified and methodologically documented. When someone asks where your numbers came from, the answer is a federal survey.
Starting at $3,500
Final pricing depends on headcount, the number of distinct roles, and how many locations you operate in. Most engagements fall between $3,500 and $7,500. A fixed quote follows the scoping call. No hourly billing and no scope creep.
Two to three weeks from receipt of your roster.
It usually is. Send it as it stands. Cleaning it is part of the work.
No. This is a standalone engagement and the deliverables are yours outright.
The structure can be maintained internally with the files provided. If ongoing support is a better fit, advisory is the natural next step.
No. This is compensation consulting. If the situation involves potential legal exposure, such as a pay equity claim, an active audit, or litigation, the work should be directed by counsel, and you will be told that plainly.
Twenty minutes. You will leave knowing whether this is the right engagement, what it would cost, and what it requires from your side.
Book a scoping callThe calculators and content on HRAnalyst are provided for informational purposes only and do not constitute legal, tax, or accounting advice. Compensation and compliance obligations vary by jurisdiction. Consult qualified counsel before acting on any result.
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