Services
Market benchmarking a remuneration committee can defend. Real Kenyan comparator data, not global proxies.
The survey
A remuneration committee has to explain the number. The survey is built so that explanation can be made: comparator set, method, percentiles and the anomalies by name.
Job evaluation establishes relative worth first. A survey attaches money to that order. Where both are needed, they are scoped as one assignment or as two with a clear join.
Scope
The instrument is recommended after the brief. Not every pay question is a survey.
Market rates for the roles you actually run, against Kenyan comparators agreed with you, not a global proxy dressed as local data.
Where the structure sits, where it compresses, and what that costs. Pay equity and budget implications are written down.
Grade bands, midpoints and ranges a remuneration committee can defend. Performance pay and total rewards sit on the same structure.
The financial effect of adopting the recommended structure, modelled before the committee is asked to commit.
Method
Confidentiality is not a formality. Comparator data is collected and stored under the terms agreed at inception.
01
The organisations that count as a fair comparison are agreed with you. The survey does not start until that set is written down.
02
Pay and benefits are collected through confidential questionnaires, supplemented by recognised published sources where the set requires it.
03
Percentiles, compression, inversion and outliers are identified by role and grade. Internal equity is tested against equivalent worth.
04
The committee receives a report it can stand behind. Working papers stay with you. Residual advice is limited to the proposal.
Client work
Kenya Deposit Insurance Corporation: salary survey and compensation analysis, then a structure the committee could take.
Client work
A competitive structure for financial-services talent, built from Kenyan comparator data and written so management could explain the bands.
Alongside
Other work that sits beside this assignment.
We fill the roles the institution cannot afford to fill wrong. Executive, board and specialist hires, screened to survive appointment scrutiny.
Your full HR function, run to audit standard, without the headcount. Payroll, compliance, records and advisory, owned end to end.
Programmes measured by what changes after them, not attendance. Built for workforce performance the board can see.
Client comments
Recruitment
“Working with Eagle HR has strengthened our workforce planning and recruitment processes. Their understanding of the public sector has delivered strong results.”
Contact
Tell us the roles, the sector and who has to defend the band. We will say whether a survey is the right instrument.
