If you’re not familiar with the Pay Practitioners Panel, we’ve got a treat for you. The Pay Practitioners Panel is a group of Compensation Consultants that meet regularly and discuss everything Compensation. The forum is hosted by Justin Hampton, Founder of CompTool. The idea of the PPP is to provide an unrehearse and candid discussion about anything compensation. Recently, we convened a group of compensation experts to discuss how compensation teams can strengthen their alliance with the C-suite, and here are some of the insights that emerged. The recording can be found here, but if you don’t have time to watch it right now, We’ve distilled the conversation down to the 5-key points that every compensation practitioner should consider.

1. Be Proactive, Not Reactive

The first challenge compensation professionals often face is moving the conversation with executives from reactive problem-solving to a more strategic, proactive approach. Compensation teams are uniquely positioned to influence decisions related to a company’s biggest expense: its people. However, this influence is often underutilized because compensation teams may hesitate to assert themselves as strategic partners. To move beyond simply responding to executive requests, compensation professionals must take the initiative—bringing forward insights and recommendations rather than waiting to be asked.

One of the panelists, Catherine Dovey, Managing Director of Sound Compensation, highlighted the importance of having a clear point of view. “It’s not enough to show the numbers,” she said, “you need to show how those numbers connect to the business’s goals.” Providing data is one thing, but being able to translate that data into actionable insights that align with business priorities is what establishes the compensation team as an essential part of the leadership conversation.

By taking a proactive approach, compensation teams can anticipate potential executive concerns, prepare targeted responses, and demonstrate that they are thinking ahead in support of the company’s objectives. Positioning themselves as proactive partners helps compensation teams establish their readiness and reliability, enabling them to build a stronger alliance with the executive team. Compensation teams should anticipate the questions that might arise from executives based on current events or emerging industry trends. By preparing responses and solutions ahead of time, they can position themselves as ready allies who are one step ahead in addressing organizational challenges.

2. Communicate with Clarity

Effective communication is key to building any relationship, and the C-suite is no exception. Compensation leaders must understand how to present their insights in a way that resonates with executive priorities. “Executives don’t need the details of every analysis,” remarked Greg Roache, VP of Compensation at United Health Group. “They need high-level concepts that help them make decisions quickly.”

The ability to distill complex data into digestible, executive-friendly insights is crucial. Compensation leaders should be clear, concise, and tailored in their communication—focusing on the key business outcomes of their recommendations. Regular, proactive communication can also help keep compensation top of mind for executives. Several panelists suggested sending quarterly updates or reports that highlight key trends and developments, so compensation becomes an ongoing conversation rather than a once-a-year topic.

3. Build Trust through Relationships

Beyond effective communication, building genuine relationships with the C-suite is foundational for trust. The panelists agreed that compensation professionals need to work on developing personal relationships with executives, understanding their perspectives, and tailoring their approach accordingly. As Nancy Ronish from CIO noted, “You can’t just show up with data; you need to be seen as a partner who understands what’s driving the business.”

Trust comes from consistency—not just in delivering accurate information but also in showing a deep understanding of the organization’s goals. This means knowing the right questions to ask and being prepared to pivot when needed. It also means being willing to speak up, even when the message is uncomfortable. Shari Nornes, a principal consultant with Morgan HR, emphasized the value of “speaking truth to power.” When compensation professionals are willing to share candid insights that executives may not want to hear, it demonstrates their commitment to the organization’s success, building credibility over time.

4. Leverage Data Strategically

Another crucial aspect of strengthening the alliance between compensation and the C-suite is leveraging data in meaningful ways. With increasing transparency around issues like pay equity and CEO pay ratios, compensation teams have a unique opportunity to bring valuable insights to the executive level. Using tools to provide concise, relevant metrics can help executives make informed decisions and create a “no surprises” environment. As Jennifer Hassrick from Korn Ferry pointed out, “Having the right data at your fingertips allows you to quickly demonstrate that compensation is well-managed and aligned with the company’s goals.”

Leveraging data effectively means not just having access to the right numbers but also knowing how to use them to create compelling stories that resonate with the C-suite. Data must be contextualized to make it clear how compensation practices align with the broader business strategy. This approach helps the C-suite see the compensation team as a partner in shaping the organization’s direction, rather than merely a function that manages payroll. For example, by breaking down metrics such as employee retention rates or compensation-to-revenue ratios, compensation professionals can illustrate how their strategies contribute directly to the company’s financial and operational success. The role of data in creating narratives is not just about answering questions but also about anticipating executive concerns and proactively addressing them through well-prepared insights.

Additionally, leveraging data can also mean identifying trends and presenting these insights in a way that demonstrates potential future challenges or opportunities. Tools like compensation planning software or workforce analytics platforms provide powerful ways to visualize and simplify complex datasets for executive audiences. By integrating these visual tools into their presentations, compensation teams can make data more engaging and accessible, encouraging informed, timely decisions by executive stakeholders.

5. Overcome Imposter Syndrome

Finally, to strengthen the partnership with the C-suite, compensation professionals need to overcome their own hesitations. Imposter syndrome can often hold people back from participating fully in strategic conversations. It’s important to remember that executives are people too—many of whom experience similar doubts. Preparation and confidence are critical. As several panelists noted, rehearsing presentations, understanding executive “hot buttons,” and aligning with organizational goals can all help build the confidence needed to effectively engage the C-suite.

Having confidence in one’s knowledge and expertise can be a powerful tool in these conversations. Asking better questions and framing the conversation in a more compelling way can also help build a stronger relationship with the C-suite and drive better compensation decisions. Compensation professionals should be more forthcoming with their points of view, especially in today’s environment where compensation is a top-of-mind issue for many organizations.

Conclusion

Strengthening the relationship between the compensation team and the C-suite requires more than just technical expertise—it demands strategic thinking, clear communication, relationship-building, and confidence. By focusing on these five key points—being proactive, communicating with clarity, building trust through relationships, leveraging data strategically, and overcoming imposter syndrome—compensation professionals can earn a seat at the executive table, influence key decisions, and help drive the organization forward.

AI assisted in the creation of this article using material from the Pay Practitioners Panel.