What does “pay transparency” even mean? Aman Malhi knows

For this week’s MVP, we’re chatting with Aman Malhi.

A decade and a half ago in the human resources world, long before Aman Malhi stumbled into the role that would begin her trajectory to become Canada’s 2023 HR Leader of the Year. That was back when nobody used the word “transparency” at work the way we do now.

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Pay transparency requirements—like Ontario’s new rules requiring publicly advertised job postings to include an expected salary range and disclose the use of AI in hiring—were non-existent. Back then, exchanging information about salaries was considered oversharing, a bit tacky and a professional faux pas. These days, authenticity, vulnerability and, yep, transparency is king for bosses and employees alike, but it’s also one of the most overused (and liberally applied) terms in leadership.

Malhi is now the director of people and culture at B.C.’s Refrigerative Supply Limited. Here she explains what transparency really means and what it actually doesn’t account for, plus how the uncomfortable can get comfortable with new workplace norms.

How did you land in HR?

I have the same story as many HR professionals in that it kind of happened by accident. In university, I used to work part-time at Future Shop. When they were hiring back-to-school staff, they threw me into the HR process because of my personality. I basically did then just what I do now: strategically find and hire specialized talent that helps the business achieve its goals, and then create a workplace where people enjoy coming in every single day.

The goal is the same, but how has your field changed since then?

Fifteen years ago, the world of HR was so different. It was all about policy: “This is the policy; we’ve written the policy; everybody follows the policy.” It was very black and white—with no grey.

It used to drive me up the wall. I remember thinking: “I want to find something that works for everybody.”

No single policy works for everyone, and we shouldn’t have to hide when something doesn’t fit or something doesn’t make sense for us. People have started asking bosses or leadership about rules rather than just following them. The millennial workforce really wants to be a part of the decision-making process.

Oh no, is transparency a millennial thing?

On one hand, I think people have gone way too far on the generational thing; everything isn’t defined by generations, and I don’t think that’s the right approach. But I also am a millennial and I know how we all grew up—with the internet to chat and connect to people.

We’re great at research and problem-solving, and we expect to be included in the decision-making process for things that affect us.

When millennials became older and more prominent in the workforce, their ideas and way of doing things started becoming more seen.

I’m a millennial too, and therefore I have no qualms asking for special treatment with all my specific personal details. What’s the difference between transparency and oversharing?

Some people think transparency means sharing everything about yourself. As an HR person, I’m always coaching people on what’s sharable, what’s private and what’s totally unnecessary.

You don’t—and shouldn’t—share everything with everyone, and you need to really think about what you’re sharing means to the person you’re talking to. If it’s nothing, if it’s a pointless tangent, maybe you don’t need to tell that story.

Or maybe you don’t need to tell the whole story; if you’re making a point, try to get to it. The context is important, the situation is important and the relationship is important, too.

What if I don’t want to share, say, my salary? Do I have to embrace transparency if I don’t want to?

Pay transparency is its own whole thing, and I’m very passionate about it. I struggle every now and then with the legislation, because the rules and reports can be so unfair in some circumstances.

Transparency is a very difficult thing to force, and lots of people and businesses need time to adjust, especially the leaders, including leaders of older generations who have been doing things the same way for 30 or 40 years.

To them I’d ask, “What was so good about the good old days, anyhow? After all these years of progress and all the things that we have accomplished to make our lives better, why would you want to go back?”

Things were hard and the communication wasn’t there. Power and decision-making was in the hands of a few people. Work is changing and management is changing and I’m all for it.

Read more from this issue of The Get:

1. Are peptides worth the money? Should Canadians buy in? 
2. Cheap skincare products that actually work
3. DIY versus hiring someone to fix home repairs in Canada
4. What exactly happens to your belongings when you pass away without kids or a partner in Alberta?