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What California's pay transparency law requires of employers

Job postings must carry a pay scale, employees can ask for theirs, and larger employers file annual pay data. The obligations are narrower than the headlines and easy to breach anyway.

Senior Business Correspondent

· 1 min read

Employment in California.
Employment in California.Ingrid Taylar · CC BY 2.0 · via Wikimedia Commons

California's pay transparency rules do three separate things, and treating them as one obligation is how employers end up partially compliant.

Pay scale in postings

Employers above a headcount threshold must include the salary or hourly wage range the employer genuinely expects to pay for the position in any job posting. That includes postings placed by a third party on the employer's behalf, which is a common gap — an agency listing without a range is still the employer's problem.

The range must be a good-faith expectation. A band so wide it conveys nothing does not satisfy the requirement, and posting one is an obvious signal to a regulator.

Disclosure to current employees

Any employee may request the pay scale for the position they currently hold, and the employer must provide it. This applies regardless of employer size.

It is a narrow right. It does not entitle an employee to colleagues' individual pay, only the scale for their own role.

Pay data reporting

Employers above a larger threshold file an annual report with pay and hours data broken down by job category, race, ethnicity and sex. Employers using labour contractors file a separate report covering those workers.

The reporting obligation is the one with the longest lead time and the most common cause of a late filing: the data usually has to be assembled from more than one system.

Records

Employers must keep records of job titles and wage history for each employee for a defined period after employment ends, and those records are open to inspection.

Practical points

  • Audit third-party postings; agencies frequently omit the range.
  • Set ranges deliberately rather than reverse-engineering them per candidate, since the posted range constrains later negotiation in practice.
  • Build the pay data extract once and reuse it; the schema rarely changes year to year.
  • Expect internal questions once ranges are public. Having an answer ready is part of the compliance work.

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