Boards set the tone for how pay is viewed across the entire organization — from the executive suite to every staff position. When those values are clear, decisions about pay become less reactive and more principled.
A compensation philosophy answers questions like:
Here’s how boards can shape that philosophy — and what it looks like in practice:
Your compensation philosophy should reflect your organization’s purpose.
If you’re a social-service nonprofit, “fair pay” might mean ensuring all staff can meet a living wage in your community — even if that means smaller raises at the top.
If you’re an advocacy or research organization competing for specialized talent, it might mean paying closer to market rates to retain expertise that advances your mission.
Example: One foundation board agreed that “equity and dignity” would guide all pay decisions — so their salary bands start at or above local living wage benchmarks for every role.
Boards don’t set every salary. But they do define how compensation is determined and reviewed. That means creating a framework for who decides what, when, and how equity is maintained.
Example: A regional arts council’s board created a compensation policy that outlines review cycles, defines who participates in the executive’s evaluation, and states that no staff member will earn less than 60% of the executive’s base pay.
Benchmarks help ensure external fairness; budgets protect internal sustainability. The philosophy should commit to both — so that decisions are guided by data and grounded in reality.
Example: A human-services nonprofit benchmarks executive compensation every three years using data from similar-sized agencies in the region. The board then uses those results to adjust compensation gradually over a three-year period, preventing sudden jumps that strain the budget.
Put your compensation philosophy in writing — ideally in a governance or HR policy — and review it annually alongside the budget and executive evaluation. This keeps pay aligned with both market shifts and mission growth.
Example: A health organization includes its compensation philosophy as part of the annual board self-assessment, asking members: “Did our compensation decisions this year reflect our stated values?”
When boards share how compensation decisions are made — with staff, donors, and the public — they build credibility. Transparency doesn’t mean disclosing salaries; it means explaining the principles behind them.
Example: A museum’s annual report includes a section on “How We Steward Our People,” summarizing its pay philosophy and how it links to mission outcomes.
When boards take the time to define that belief — clearly and courageously — they create the foundation for fairness, motivation, and mission-aligned leadership.
