Amy Nelson began to think about salary structure in a new way after an employee of her start-up. The Riveter, asked for a raise. The employee had been on the job for just a few months, which suggested the employee was reconsidering whether the pay The Riveter had offered was adequate. The manager who brought the request to Nelson said this employee had discussed salary with a co-worker and learned that the co-worker was being paid more for a similar position. Until then, Nelson had not thought about paying her roughly 100 employees in a methodical way. Her own background was as a corporate lawyer in a professional firm where the culture assumed that everyone qualified to work there would be skilled at negotiation. In that environment, it felt rude to ask others about their pay. Now Nelson was running her own company, which offers co-working space. targeting female remote and independent workers. She had left her career in the law because she had experienced being denied opportunities when she became a mother. Unlike other companies offering space to workers, The Riveter also includes services to build a support network for members, with the intention they will help one another gain opportunities to succeed. Nelson realized she didn't have to fall back on her previous experience of another company's values and practices. Nelson considered that her mission was to empower the women who use her workspaces, as well as the fact that her mostly young staff had grown up in an era of information sharing. She concluded that her organization's culture would require more openness, and this in turn required some structure that could be communicated to the employees. So under Nelson's leadership. The Riveter established pay bands for each position in the organization, and it made these public. Although Nelson recognized that individual employees might not be pleased with how they were paid relative to the others, she was determined to stick to the idea of empowering her employees by giving them access to information. QUESTIONS 1. Besides the considerations described here, what are several other issues The Riveter should consider in developing its pay structure? 2. How should Amy Nelson expect her employees to judge the equity of their pay?