{"id":2566,"date":"2026-07-01T13:33:37","date_gmt":"2026-07-01T13:33:37","guid":{"rendered":"https:\/\/www.alveria.it\/?p=2566"},"modified":"2026-07-01T13:34:38","modified_gmt":"2026-07-01T13:34:38","slug":"beyond-compliance-pay-transparency-as-a-strategic-lever-hr-report-2566","status":"publish","type":"post","link":"https:\/\/www.alveria.it\/english\/2026\/07\/01\/oltre-la-compliance-la-pay-transparency-come-leva-strategica-hr-report-2566\/","title":{"rendered":"Beyond compliance: Pay Transparency as a strategic lever HR | Report"},"content":{"rendered":"<p class=\"wp-block-paragraph\"><strong>On 26 June<\/strong> An in-depth session was held on a topic that is becoming increasingly important for organisations: pay transparency. The key speakers at the meeting were <strong><a href=\"https:\/\/www.linkedin.com\/in\/filippo-cannavo-837125293\">Filippo Cannav\u00f2<\/a><\/strong> (Head of HRO Service &amp; Training at Alveria) and <strong><a href=\"https:\/\/www.linkedin.com\/in\/andreaferrante\/\">Andrea Ferrante<\/a> <\/strong>(CRO of Quiris Holding), who shared <strong>the company\u2019s approach to transforming a regulatory requirement into a strategic lever for the evolution of the HR function.<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>From compliance to organisational opportunity<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">One of the key messages to emerge from the speech is clear: <strong>Pay transparency cannot be treated as a mere compliance requirement<\/strong>. Reducing it to mere \u201ccompliance\u201d means exposing oneself to high risks, because organisational complexity does not lend itself to superficial interpretations. As Andrea Ferrante points out, transparency is \u201ca ticking time bomb\u201d if left unmanaged: it can generate tensions and misunderstandings, but it represents an extraordinary opportunity if managed as a genuine change management project. In this sense, <strong>Quiris Holding has chosen to use the European Directive as a driver of transformation<\/strong>, taking this opportunity to accelerate a transition that is already underway: the shift from a family-run business to a managerial organisation.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The \u201cBeyond Pay Transparency\u201d project\u201d<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">This approach has been put into practice in the project <strong>\u201cBeyond Pay Transparency\u201d<\/strong>, which enabled Quiris Holding to secure a significant<strong> recognition <\/strong>to the <strong>HR Innovation Awards<\/strong>, in the category <strong><em>\u201cA data-driven and proactive HR management approach\u201d<\/em>. <\/strong>The project was launched against a backdrop of strong business growth and aims to develop a more objective, transparent and data-driven people management model. It is therefore not simply a matter of analysing remuneration, but of fundamentally rethinking the entire organisational system.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The enabling role of technology<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A key element of the process was the adoption of the <strong>platform <a href=\"https:\/\/www.hcms.it\/\">HCMS<\/a> of <a href=\"https:\/\/www.alveria.it\/english\/\">Alveria<\/a><\/strong>, which has made it possible to:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>to map organisational roles in a structured way<\/li>\n\n\n\n<li>to form homogeneous clusters of positions<\/li>\n\n\n\n<li>to analyse and monitor pay discrepancies<\/li>\n\n\n\n<li>distinguish between explained and unexplained gaps<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>This data-driven approach not only enables us to identify any discrepancies, but also to understand their causes.<\/strong> The ability to explain pay differentials is, in fact, a crucial step, particularly when these exceed certain thresholds or become the subject of regulatory scrutiny.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The starting point: positions, not levels<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Another important insight concerns the starting point of the analysis:<\/strong> not the contractual level, but the organisational position. As Filippo Cannav\u00f2 has pointed out, limiting oneself to the levels set out in the national collective labour agreements risks obscuring critical issues, such as cases where a position is classified below its actual value.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For this reason, it is essential to adopt<strong> a \u201cdouble vision\u201d<\/strong>:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>on the one hand, regulatory and contractual constraints<\/li>\n\n\n\n<li>on the other hand, an organisational assessment based on skills, responsibilities and working conditions<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Internal equity, external benchmarks and company policies<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The project also highlighted the need to distinguish between:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>internal equity<\/strong>, relating to the consistency between roles and pay<\/li>\n\n\n\n<li><strong>external equity<\/strong>, based on a comparison with the market<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Companies are required to draw up their own policy on the weighting of positions<\/strong>, by determining the relative weighting of factors such as skills, responsibilities and seniority. There are no strict regulatory constraints in this regard: it is a strategic and cultural choice.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Transparency and organisational culture<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>A central theme<\/strong> One issue that emerged during the meeting concerns the management of internal communication. Transparency, in fact, inevitably gives rise to questions and discussions amongst staff. If left unmanaged, this dynamic can lead to the creation of <strong>\u201cinformation gaps\u201d<\/strong> which are filled by personal perceptions and beliefs. As Ferrante points out, it is essential not to leave these gaps unfilled, but to manage them through tools, data and structured communication.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>A HR transformation driver<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The Quiris case demonstrates how the integration of data, technology and organisational culture can drive a new evolution of the HR function.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pay transparency works as follows:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>a means of achieving greater fairness<\/li>\n\n\n\n<li>a catalyst for organisational change<\/li>\n\n\n\n<li>a tool to support managerial decision-making<\/li>\n\n\n\n<li>a key factor in attracting and retaining talent<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Ultimately, moving \u201cbeyond compliance\u201d represents a strategic choice: transforming a regulatory obligation into a tangible opportunity to build organisations that are more aware, better structured and more sustainable.<\/p>","protected":false},"excerpt":{"rendered":"<p>Find out how Quiris Holding has turned this into a HR competitive advantage, thanks to data, technology and a truly innovative approach.<\/p>","protected":false},"author":2,"featured_media":2567,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"iawp_total_views":77,"footnotes":""},"categories":[38],"tags":[],"class_list":["post-2566","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-alveriapress"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.2 - 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