For Catherine Kariuki, a Human Resource professional with a master’s degree in HR and over 15 years of experience, salary transparency is both practical and ethical issue. She believes hiring managers must clearly disclose salary ranges when advertising positions, not only to attract the right talent but to protect both employers and job seekers from costly mismatches.

“Every organization operates within a salary structure,” Catherine explains. “When recruiting, the entry point should be clearly indicated, whether it is aligned to a government job group like K for graduate entry or H for diploma holders, or a private sector grading scale. That entry point is determined by qualifications and years of experience.”

She adds, "failure to disclose salary ranges often leads to confusion and inefficiency while transparency, strengthens retention".

When candidates apply knowing the salary scale and progression structure, they join with realistic expectations. Annual increments, merit-based bonuses, or promotions then follow a clear, documented path.

“You can have two employees in the same job group earning differently because of years served or performance awards. When the structure is open and adhered to, there is fairness and accountability.”

Catherine notes that beyond efficiency, salary disclosure builds trust. In Kenya, organizations are guided by the Employment Act 2007 and minimum wage regulations. Ethical HR practice demands adherence to policy, staff establishment plans, and career progression frameworks.

Whether the organisation is advertising internally the salary range expectation should be disclosed, communicate results for all candidates, issuing regret letters, all these reinforce transparency and reduce workplace resentment.

Catherine acknowledges that some employers still prefer asking candidates to state their expected salary without revealing the budget. While negotiation is acceptable, she insists the organization already operates within an approved financial framework, therefore a need to avoid being cagy.

“Even if the candidate's quote is lower or higher, the budget was predetermined. It is therefore fairer to indicate the range upfront.” Catherine notes

For job seekers, she encourages courage and clarity. During interviews, candidates should use the opportunity to ask the salary range for the role, the salary progression structured and possible annual increments or merit-based adjustments.

In addition, they should also ask about the benefits included in the total compensation package as well as the opportunities for internal promotion.

The questions demonstrate professionalism and long-term thinking. Catherine further goes on to say, being hired should not feel like HR is doing you a favour. As a candidate you are bringing value to the organisation, so ask all the questions that are important to you as the candidate.

"In the situation after an interview when the offer letter comes in with a salary range lower than your expectation as a candidate you can write to the organisation a regret letter declining their employment offer. Clearly state your reasons . In some cases, some organisations may sit to adjust their budget if you were their best. candidate," Catherine advises.

Ultimately, Catherine believes the perception of HR as “the enemy” has evolved. Modern HR departments operate through committees, documented processes, and policy guidance, not personal decisions. Transparency, she says, protects both employer and employee.

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