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Nomanriaz786Nomanriaz786/claude-consulting-team/skills/compensation-bands/SKILL.md

compensation-bands

Skill1 starsChanged 24 days agoMITView on GitHub

Designs salary bands and a progression framework when pay decisions are inconsistent, uncompetitive or hard to explain.

The file

We split this skill into the rules it gives an agent

3 rules. About 0 are common, 3 are distinctive, and 0 are very specific to this project.

  • ≈0

    Common · estimate

    Many files like this have a rule of this kind.

  • ≈3

    Distinctive · estimate

    This author's own choices. Worth a look.

  • 0

    Very specific

    Tied to their project's names, files or tools. Probably skip.

  • Common
  • Distinctive
  • Very specific
  1. Distinctive:

    Use when pay has grown case by case, before a hiring push, after staff raise fairness concerns, or when introducing levels and promotions.

    line 9
  2. Distinctive:

    Place current staff in the bands and flag anyone below the minimum or above the maximum.

    line 22
  3. Distinctive:

    Check for unexplained pay gaps between comparable roles and groups.

    line 23

≈ “Common” is an estimate: at least 1 in 5 of the 350,495 skill files we read have a rule of the same kind, not the same words. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.

Keep what fits and drop the rest. Your version, ready for your agents.
Files
SKILL.md

Compensation Bands

When to use it

Use when pay has grown case by case, before a hiring push, after staff raise fairness concerns, or when introducing levels and promotions.

What Claude needs

  • client-context.md for business background
  • Current roles, levels and pay data
  • Market pay data sources
  • Budget available for pay changes
  • Pay philosophy, such as the target market position

Method

  1. Group roles into job families and define levels with clear expectations of scope and impact.
  2. Set the target market position, such as the median, and record the data sources used.
  3. Build pay bands with a minimum, midpoint and maximum for each level.
  4. Place current staff in the bands and flag anyone below the minimum or above the maximum.
  5. Check for unexplained pay gaps between comparable roles and groups.
  6. Cost the adjustments, then define promotion criteria, review timing and how pay decisions will be explained.

Output format

Provide a level framework, band table, current placement analysis, adjustment cost, promotion criteria and a communication plan.

Quality checks

  • Bands rest on cited market data
  • Unexplained pay gaps are flagged for review
  • Employment law and equal pay questions are flagged for qualified advice

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