A new nationwide survey reveals 71.1% of Human Resources (HR) professionals in Ghana believe they are underpaid. This finding comes from the 'HR Compensation & Salary Satisfaction Survey Report – Ghana 2026' by SEDAT Consult Ltd. The report highlights growing dissatisfaction with remuneration despite HR's increasingly strategic role in organizations.
The survey, which included 232 HR professionals across multiple sectors, found that 42.2% are dissatisfied with their current salaries. Only 28.4% expressed satisfaction with their pay. A significant 64.7% of respondents believe HR professionals earn less than colleagues in finance, information technology, engineering, and operations. This is despite HR performing equally strategic functions within their organizations.
This situation creates an 'HR Value Paradox' in Ghana's economy. Organizations expect HR to drive business performance and talent development. However, many practitioners feel their financial recognition has not matched these expectations. This disparity could hinder Ghana's economic growth by impacting human capital development and retention. The trend suggests a misalignment between perceived value and actual compensation in a critical sector.
Mrs. Patricia Abena Kissi, Founder and Managing Director of SEDAT Consult Ltd., emphasized the need for evidence-based reforms. She stated, "For years, HR professionals have shared concerns about being underpaid and undervalued. We believed it was time to move beyond conversations and generate credible evidence." This evidence is intended to help employers, professional bodies, and policymakers drive meaningful change in HR remuneration.
The widespread dissatisfaction with compensation threatens organizations' ability to retain experienced HR professionals. The report indicates 71.1% of respondents have considered leaving their organizations due to salary concerns. Furthermore, 61.7% would likely accept another job for a salary increase of just 20% elsewhere. This high potential for turnover could undermine organizational performance and stability.
Losing experienced HR professionals could significantly impact business competitiveness. Businesses increasingly rely on strategic people management to navigate complex economic landscapes. The 'HR Value Paradox' suggests that while HR's responsibilities have expanded to include organizational culture and workforce planning, remuneration has not kept pace. This imbalance could lead to a brain drain within the HR profession in Ghana.
The Head of Research and Policy at the Chartered Institute of Human Resource Management, Ghana (CIHRM), Mr. Yen Sapark, commended the report. He described the study as timely and important for providing empirical data on HR compensation. He urged collaboration among stakeholders to generate reliable compensation data. This data is crucial for policy formulation and advocacy aimed at improving remuneration.
The report recommends that employers regularly benchmark HR salaries against industry standards. They should also review internal pay structures to ensure fairness and equity. Strengthening performance-based reward systems is another key recommendation. Integrating HR leaders into strategic business decision-making processes is also vital. These steps could help align compensation with the strategic value HR professionals bring to organizations.
HR professionals are also challenged to strengthen their commercial understanding and improve analytical capabilities. Demonstrating measurable business value is crucial for advocating for better compensation. Active participation in national conversations shaping the future of the profession will also be important. Addressing this pay inequity is essential for Ghana's economic future and the stability of its workforce.