Ready for the Pay Transparency Act.
And all the questions that follow.
The new law asks for insight into salaries, clear reward criteria and an explanation of pay differences. Treams helps you get your pay policy in order, make differences visible and prepare managers for the conversation. That way you make pay transparency something that works in practice too.
This is what you need to have in place.
Four things you need to have in order. For each of them, an employee, a candidate or a regulator can ask you for an explanation.
Criteria for pay that everyone can see
Pay must rest on criteria that employees can see and managers can apply. That starts with knowing what good looks like per level. Open up the four points below.
Criteria for pay
Employees must be able to see how pay is determined: which criteria apply and what they mean per pay level. From 50 employees, this also applies to how pay develops. The criteria must be objective and gender-neutral, based on skills, effort, responsibility and working conditions, and you set them together with the works council.
Treams doesn't weigh jobs. Your job framework stays yours. Treams shows what the criteria mean in practice: behaviour per level in the growth path, visible to manager and employee.
Information about salaries, on request
Every employee may ask in writing about their own pay and the average pay, broken down by sex, of colleagues doing equal or equivalent work. You have two months to answer and you must remind employees of this right every year. Candidates see the pay or pay range in the vacancy, and asking what someone currently or previously earns is no longer allowed.
The question lands with the manager, in the 1:1. With the reason on record, they can answer without a detour via HR.
Reporting on pay differences
Larger employers must report on the pay gap between men and women: every year from 250 employees, once every three years from 100. If an unexplained difference of 5% or more isn't remedied within six months, you evaluate pay together with the works council.
Treams doesn't do the official reporting. What you get is the data underneath: the average pay of men and women per role and overall, continuously updated, so you see a difference before anyone asks about it.
Reward decisions you can substantiate
If an employee suspects unequal pay and you haven't complied with a transparency obligation, the burden of proof is on you. Only a clearly unintentional and minor failure is spared.
So every reward step needs a reason you can read back: periodic, promotion or market correction, based on performance, skills, responsibility or market position. In Treams it sits in a timeline per employee, with the evidence from the whole year alongside. The manager stays in the lead: Treams AI prepares and doesn't decide.
A good pay policy starts with what you find important.
The new pay transparency law puts HR to work. Salary scales have to be clear, differences have to be explainable and reward criteria have to be in order. That matters. And for many organisations it's already a big job.
But I think the biggest challenge comes after that.
Because suppose you've got everything neatly recorded. Your job framework is right, your scales are clear and your reports are in order. Then an employee sits down with their manager and asks: why do I actually earn less than my colleague?
What does that manager say?
Those answers have to come out of the conversations managers hold throughout the year. In feedback, coaching and development. That's where the picture of someone's contribution forms. And that's where you lay the foundation for a good reward decision.
That's also why we build Treams around the managers' working week. So they can steer better on performance, help their people grow and ultimately explain why someone earns what they earn.
The law asks for transparency. I hope we use that chance to make rewarding people genuinely better.
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From a clear pay policy to decisions you can explain.
Treams brings your job framework, salary scales and performance management together. Everything you need to put your policy into practice.
Everyone knows what's expected.
What makes someone good at their job? And what does someone need to show to grow? Set out, per role and level, which behaviour, skills and results you expect. Link your salary scales to that. That way managers work with the same criteria and employees know where they stand.
Behaviour per level in the growth path.
Clear expectations per level. Describe in growth paths which behaviour and skills belong to each level.
Salary scales per role
Salary scales linked to roles. Make clear which pay belongs to a role and level.
Role profiles and levels, including from Styr.
Your existing job framework as the basis. Use role profiles and levels from your existing job framework, for example via Styr.
Goals that fit someone's role.
Goals that fit someone's role. Translate expectations into concrete goals managers and employees can work on.
Year-round visibility of performance.
A manager sees far more than comes up in an annual review conversation. Treams helps record feedback, agreements and results while the work happens. That way you build a complete picture of someone's contribution all year.
1:1s in your calendar, with shared preparation.
1:1s that fit into the calendar by themselves. Prepare conversations together and record agreements and insights straight away.
Emails and Teams chats documented with one click.
Keep feedback when it's relevant. Add important emails and Teams conversations to the employee file with one click.
360° feedback while it's still fresh.
Feedback from multiple perspectives. Collect 360° feedback from colleagues who work with someone.
Fits the week managers already have.
Part of the working week. Managers work from the conversations and tools they already use, without an extra admin round.
See where pay differences arise.
Treams gives HR insight into salaries, assessments and pay differences. That way you can investigate where differences come from and where you need to adjust.
The pay gap per role, continuously updated.
Insight into pay differences per role. Compare salaries within roles and see how pay relates.
One scale and one set of criteria for every manager.
The same assessment criteria for every manager. Use shared expectations and scales as the basis for consistent assessments.
Calibration and talent review in one shared overview.
Put assessments side by side. Discuss differences in calibration and talent reviews, with the relevant information to hand.
See the differences between men and women per role.
Insight into the gender pay gap. View salary differences between men and women and investigate where striking differences sit.
Give every salary decision a solid basis.
Why is a colleague higher in the same scale? With Treams you record salary changes, including the reason and relevant performance information. Managers can prepare for the conversation with an AI sparring partner. That way they can better substantiate their decisions and explain them clearly.
Salary development per employee.
The salary development per employee. View the current salary, earlier changes and the development within the salary scale.
Reason and substantiation for every change.
The substantiation for every change. Record why a salary changes and what information underlies the decision.
Tips for explaining a salary.
Prepared for the salary conversation. Use the AI sparring partner to practise difficult questions and a clear explanation.
The next step is made visible.
Make the next step visible. Show which expectations belong to the next level and which salary scale goes with it.
What our
clients say.
From pay policy to a good salary conversation.
We already have job profiles and pay bands. Why isn't that enough?
Because the Directive asks about progression as well as placement. A band tells you the range. It does not tell you why this person sits at the top of it and that one sits near the floor, or what either of them would have to do to move. That answer lives in performance data, and in most organisations it is either missing or it was written in the same week as everyone else's.
Is Treams a compliance tool?
No, we aren't. Treams does not weigh your job architecture, calculate your 5% categories or file your gender pay gap report. Styr handles the first, your reward advisor the second, your HRIS the rest. Treams covers what none of them can: making sure the performance half of your justification exists, in writing, at the moment the decision was taken.
Does Treams replace our existing HR system?
No. Treams integrates with systems like AFAS, Visma, SAP, and NMBRS so your employee data stays in sync. Treams handles the performance cycle. Your HRIS handles the records. You don't need to choose between them.