We're celebrating 10 Days of Membership! Today's Gift: $20 off your professional membership with promo 10DAYS20OFF
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Develop your HR competencies and knowledge in-person in 12 U.S. cities or virtually.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Salary structures are an important component of effective compensation programs and help ensure that pay levels for groups of jobs are competitive externally and equitable internally. A well-designed salary structure allows management to reward performance and skills development while controlling overall base salary cost by providing a cap on the range paid for particular jobs or locations. The following highlights are drawn from the
2010 Culpepper Salary Range Structure Practices Survey.
Key Survey Findings
Salary Ranges and Structures Defined
salary range is the span between the minimum and maximum base salary an organization will pay for a specific job or group of jobs. A
salary range structure (or
salary structure) is a hierarchal group of jobs and salary ranges within an organization. Salary structures often are expressed as pay grades or job grades that reflect the value of a job in the external market and/or the internal value to an organization.
Percent of Companies with Formal Salary Range Structures
Seventy-two percent of surveyed companies reported having formal salary range structures (Table 1). As companies increase in size they are more likely to have salary range structures. Less than half of companies with fewer than 100 employees use salary range structures. In contrast, about four out of five companies with more than 500 employees use salary range structures.
Table 1. Companies with Salary Range Structures
Percent of Companies
1 to 100
101 to 500
501 to 2,500
2,501 to 10,000
2010-2011 Culpepper Salary Budget & Planning Survey.
Frequency Salary Range Structures Are Reviewed
Salary range structures should be reviewed regularly to maintain a competitive edge in attracting and retaining top talent. Most companies with formal base salary range structures review their ranges and structures annually (Table 2).
Table 2. Frequency of Salary Range Structure Review
Every Two Years
Every Three Years
No Formal Ranges for Job Level
Nonexecutives include directors, managers, professionals and hourly nonexempt employees.
Nineteen percent of participants with formal salary range structures reported that they do not use formal salary structures with executives.
Companies choosing "other/varies" indicated that the frequency for reviewing structures varies by type of job, business unit, location or union status. Examples include:
Methods Used to Design Salary Range Structures
The two most common methods companies use to design base salary structure ranges are
market pricing using external market data and
point factor focusing on internal pay equity.
Most companies use a market-pricing approach with current salary survey data for individual jobs, to design and adjust salary range structures (Figure 1). Only 3 percent of companies rely solely on the point-factor method, which assigns a point value to specific jobs within a company.
In addition, 19 percent of companies blend market-based and point-factor approaches when designing their salary range structures.
Traditional vs. Broadband Salary Structures
Traditional salary structures are organized with numerous layers and range structures (or pay grades) with a relatively small distance between each range. This provides a hierarchal system enabling employees to be promoted from one pay grade to another. When designed correctly, traditional structures enable the recognition of differing rates of pay for performance and guarantee a reasonable level of control over internal compression and salary expenditures.
Broadband salary structures are more flexible and consolidate pay grades into fewer structures with wider salary ranges.
On average, 82 percent of surveyed companies use traditional salary structures, while only 7 percent use broadband structures (Figure 2). Nine percent use a hybrid or mix of traditional and broadband structures.
Single vs. Multiple Salary Structures
Fifty percent of companies with salary range structures have multiple structures varying by job and/or geographic location. There is a strong correlation between job level and number of salary structures. Single salary structures are more common for executives and multiple salary structures are more common for nonexecutive positions (Table 3).
Table 3. Single vs. Multiple Salary Structures
Multiple Structures Differing by Job Function
Multiple Structures Differing by
Multiple Structures Differing by Job and Geography
No Formal Structures
As companies increase in size, they typically have a higher number of salary structures to accommodate more locations and job structures.
Data source: 2010 Culpepper Salary Range Structure Practices Survey of 360 organizations.
Survey dates: August 26 through October 25, 2010.
Breakdown by size:
Breakdown by sector:
Breakdown by ownership/corporate status:
Participants by location:
Culpepper and Associates conducts worldwide salary surveys and provides benchmark data for compensation and employee benefits programs.
Reposted with permission.
2010 Culpepper Salary Range Structure Practices Survey, November 2010.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Refer a Friend to SHRM
SHRM’s HR Vendor Directory contains over 3,200 companies