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In today’s competitive business environment, establishing fair and transparent pay structures is essential. Organisations must ensure that their reward systems are equitable, compliant, and free from bias. This is particularly important for addressing pay gaps, including the gender pay gap, which remains a significant challenge across industries. A workplace reward systems demo offers a practical way to evaluate and understand how such systems can be implemented effectively.

Reward Logic launches on 5 January 2026 to meet this need. This platform offers a transparent, role-based job evaluation system designed to help organisations strengthen internal pay equity and adapt to evolving pay transparency regulations. This post explains why a transparent job evaluation baseline is essential and how Reward Logic supports organisations through practical, structured features.

Pay transparency is often misunderstood as simply publishing salary bands. But if you want a pay transparency job architecture that holds up in an equal pay claim and makes sense to your employees, you need more than just numbers on a page. You need a clear, consistent way to size roles based on the job itself, not the person, and an evidence trail that explains why different roles and individuals receive different pay. This post will guide you through what a strong pay trans

Employee motivation is a critical factor in organisational success. A well-designed reward system can drive performance, enhance engagement, and foster loyalty. However, creating an effective reward system requires more than just offering financial incentives. It demands a structured approach grounded in clear principles that ensure fairness, transparency, and alignment with organisational goals. Understanding Reward System Principles Reward system principles form the foundat

Pay equity remains a critical focus for businesses and organisations committed to fairness and compliance. Establishing transparent and unbiased pay structures is essential to prevent disputes and close persistent pay gaps, particularly the gender pay gap. One of the foundational elements in achieving this is the use of effective reward systems in evaluations. These systems provide a structured approach to assessing job roles and determining appropriate compensation. In this

Most job evaluation and pay processes absorb cultural assumptions about what counts as "real work." Work that is relational and work done in ambiguity are often treated as background noise.

The Role Demand Contribution Index (RDCI) is built to work across every industry, using nine fixed dimensions that capture the universal features of work. These five demand dimensions and four contribution dimensions measure complexity, time pressure, decision-making risk, scope, and accountability. For most organisations, these nine are sufficient to fairly and consistently evaluate roles, ensuring transparency and compliance with equal pay regulations.

A legally compliant job evaluation must focus on the actual demands placed on the person performing the job, not on abstract categories or generic role labels. Section 80(5) of the Equality Act 2010 defines a job evaluation study as one that evaluates jobs “in terms of the demands made on a person by reference to factors such as effort, skill and decision-making.”

Despite decades of equal pay legislation and corporate diversity programs, significant gender pay gaps remain entrenched in many organisations. One often overlooked cause is how we value different kinds of work in the first place.

Section 80(5) of the Equality Act 2010 makes it explicit that a job evaluation study must assess roles “in terms of the demands made on a person” by reference to effort, skill, and decision-making. In other words, the benchmark is not organisational value but human demand. The focus should be on the inherent requirements of the job as experienced by the person doing it.