Transparency isn’t a trend; it’s now the latest (legal) non-negotiable.

By Chris Britton, People Experience Director at Reward Gateway | Edenred

Recently, it was announced that employers will have to publish salary information in job adverts under government plans to rewrite anti-discrimination laws.

This comes as a welcome relief, with many campaigners saying businesses should already be advertising jobs more honestly.

While it’s good news increased transparency will soon become a legal prerequisite, research from Reward Gateway | Edenred shows many employers are currently falling short on transparency in job adverts. That gap is why this discussion matters now.

In light of this announcement, I explain how companies can make transparency around pay, benefits and workplace expectations the new non-negotiable.

What our study shows

Despite 64% of jobseekers saying they won’t apply unless salary is listed, our research showed businesses are clearly missing or ignoring this important information.

We analysed 9,646 job adverts and the salary information within them, finding three in ten roles did not disclose salary information.

Nearly one in five promoted a legal or baseline entitlement as an employee “perk”. For example, bizarrely, water is touted as a “perk” in 1,009 job adverts, while coffee appears in 553 adverts. Meanwhile, 457 companies highlight training as a benefit – a perk that, arguably, is not optional, but fundamental for actually doing the job.

Our study also shows 336 companies listed 28 days of annual leave (the minimum legal requirement) as a perk. The industries most likely to do this are charity (63), social care (57) and sales (55).

How lack of transparency impacts your business

A salary band typically shows the minimum and maximum pay for a role. Organisations often use ranges to allow flexibility in experience levels, internal progression, and market placement, while defining how pay is set and how it develops over time.

However, research shows at least 22% of people would avoid applying for a job if only a pay range was advertised.

Our study also found that, across all job levels, the average gap between the bottom and top of salary bands advertised in job listings is £9,887, and that is regardless of someone’s level of experience too.

And, when employees see a range without explanation, this can often lead to confusion, or even resentment.

If staff are unsure about the ranges shown, there are a number of questions which can come up, like:

• Why am I positioned where I am within the range?
• Why might a new hire enter at a higher or lower point of the scale than me?
• What do I need to do to increase my salary, beyond an obvious promotion?
• How do promotions or performance impact my pay?

Organisations should be prepared with good, clear answers to these questions. Those that don’t risk losing employee confidence and talent.

They should be able to explain how roles are assessed and grouped into bands, how market data is used to benchmark salaries, which factors influence where someone falls within a range, and how employees can grow their compensation over time.

When businesses provide this context, salary bands become a helpful framework rather than a source of confusion.

Transparency beyond a tick-box exercise

True pay transparency is built on a pay system that is structured, communicated regularly, and maintained over time. It is not achieved just by publishing a salary band or adding ranges to job adverts.

Building a clear, accurate employee pay scale is vital. A common approach for scales uses a Min–Mid–Max structure. The minimum relates to the 25th percentile of market data; typically, entry-level hires start here, because it marks the lower end of the band.

Seasoned hires land near the middle (50th) percentile, and those with specialist skills can expect their pay to start anywhere from the 75th percentile to the top of the scale, depending on where their skills fit within the band.

Basing pay bands on reliable market data likewise ensures you’re developing the most competitive packages.

Clear structures give both managers and employees an open framework for where salaries can and should fall and help explain how bands are applied and why employees sit at different points within them.

Transparency training

Training managers on how to use the bands in hiring, salary negotiation, and performance reviews is important.

Managers should be equipped to answer employee questions confidently and create an open feedback loop.

Because managers are usually the first point of contact for pay questions, empower them with training, clear talking points, anticipated FAQs, and sample scripts that ensure that pay answers stay consistent across the business.

Continuous conversations

Crucially, talks about pay rises and pay transparency should always be ongoing, not limited to annual pay reviews. Regular dialogue reinforces understanding and helps preserve trust over time.

When the logic behind pay outcomes and promotion criteria is visible, trust increases. Not only this, but employees work harder when they understand exactly what skills and achievements they need to attain the next salary band or level.

Research by Deloitte shows that companies operating with a skills-based pay model (where progression is tied directly to acquiring specific competencies rather than just time served) are 63% more likely to achieve desired results and 98% more likely to retain high performers.

This is why conversations about pay must remain ongoing while an employee works at the business.

Publishing pay policies that clearly show how to progress is also key, as is ensuring this information is easily accessible and saved in one place, making it easy for everyone at the business to find.

Remember, frequent audits of base pay, bonuses and allowances are required, so salary decisions and responsibilities remain up to date and are based on reliable information.

Make sure these are regularly shared with all key stakeholders, as this builds shared ownership and reduces the risk of bias or oversight when hiring.

Disclaimer: The views expressed in this opinion piece are those of the author and do not necessarily reflect the views of The Well Crowd. This content is for information and discussion purposes only and should not be taken as medical, health, or professional advice.