With our next LinkedIn Live discussion "Advancing Pay Equity through Job Architecture and Analytics" coming up on October 30th, we could not help but ask our speakers to give us a sneak peek into what the discussion will cover.
Today, we are speaking with Martin Woodrow, Senior Vice President of Human Resources, Americas, at Rakuten, a Japanese technology conglomerate. Martin has held key HR leadership roles at companies such as Natus Medical Incorporated, Applied Materials, Xyratex, and Seagate Technology. His expertise includes change management, consulting, career management, and needs assessment, making him a strategic leader in navigating organizational transformation.
With a career in HR spanning several industries, what initially drew you to human resources, and how has your approach to the field evolved over time?
I’ve always been passionate about understanding how people and organizations function together. Early in my career, I realized that the most successful organizations were those that invested in their people, not just from a development standpoint but also in creating structures that allowed them to thrive. Human resources is at the core of that. Over the years, my approach has evolved to focus not only on traditional HR practices but also on data-driven strategies that help align workforce planning, performance, and equitable compensation with business goals. This evolution is especially important in today’s landscape, where pay transparency and equity are becoming essential drivers for both employee satisfaction and business success.
In your role at Rakuten, you’ve been involved in large-scale HR initiatives. Can you share some of the key strategies you’ve implemented to address pay equity through job architecture, and how these efforts have impacted your organization?
At Rakuten, we’ve made a concerted effort to create a strong, scalable job architecture that supports pay equity. A key strategy has been to standardize job roles across the organization and link them to clearly defined pay bands. This not only ensures transparency but also allows us to more easily identify any inconsistencies in compensation. By conducting regular pay equity audits, our aim is to proactively address gaps and make targeted adjustments. Our more transparent and equitable pay structure promotes fairness, boosts employee morale, and aligns compensation with performance and business outcomes.
A few years ago we did some work with HR operations around pay to profile/targets/comp to rewards framework, locking down in WD, and standardizing - and we are still implementing it today.
Change management is a key part of your expertise. What are some of the challenges you’ve encountered when leading change in HR, particularly around implementing job architecture and pay equity frameworks?
One of the biggest challenges in implementing changes around job architecture and pay equity is overcoming resistance. Resistance is normal and raises concerns about what information may be missing to get buy-in or adoption. People are naturally wary of change, especially when it affects compensation. Communication (many times it’s about why now, what are the drivers, and what else can I share) is key—employees need to understand the rationale behind these changes and how they benefit the organization as a whole. Another challenge is ensuring alignment across global teams. Pay equity initiatives, for instance, can vary in complexity depending on local laws and cultural norms. Our goal is to create a consistent framework while allowing for necessary regional adaptations. Balancing this requires strong leadership and the ability to drive alignment across different regions and business units. Time permitting, I am hoping to share more about the ADKAR model at the LinkedIn Live event.
You’ve worked across industries ranging from technology to healthcare. How do these sectors differ in their approach to pay equity, and what lessons have you taken from these experiences that are applicable across industries?
Each industry has its unique challenges and norms when it comes to pay equity. In the tech industry, for example, there’s often a focus on rewarding innovation and high performance, which can sometimes create disparities if not monitored closely. Healthcare, on the other hand, is more regulated, which adds layers of complexity to compensation structures. What I’ve learned from working across these sectors is that a one-size-fits-all approach doesn’t work. However, the fundamental principles—such as the importance of data-driven analysis, regular audits, and transparent communication—are applicable across industries. These principles create a solid foundation for fair pay practices, regardless of the sector.
Without revealing too much about the event, what are you most excited to discuss during our upcoming LinkedIn Live on pay equity and job architecture?
I’m really looking forward to discussing the critical role job architecture plays in promoting pay equity. It’s not just about conducting audits; it’s about building the right infrastructure from the ground up. I’m excited to share insights on how companies can create scalable job structures that not only support business growth but also ensure fairness in compensation. I’m also keen to hear from my fellow panelists about their experiences and how they’ve navigated the challenges of implementing pay equity in their organizations. It should be a lively and insightful discussion!
To hear more from Martin and his fellow speakers, join us at the upcoming LinkedIn Live event, “Advancing Pay Equity through Job Architecture and Analytics”, on October 30th at 9 am Pacific Time! Reserve your spot now.
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