The main objective of a pay equity plan is to:
- Determine if discriminatory treatment exists in the compensation of female-dominated job classes when compared to male-dominated job classes of similar value;
- Rectify their compensation if such practices should exist.
To answer this question, the Pay Equity Committee must rely on two major elements:
- A job class analysis based on a job evaluation plan
- A detailed process with prescribed steps as highlighted in this section
Pay equity process
Here are the steps to the process. See who has already completed the process.
According to Article 55 of the Pay Equity Act, a job class shall be considered female dominant or male dominant if 60% or more of the positions in that class are held by employees of the same sex. Anything less than this percentage is considered neutral and not subject to pay equity adjustments.
Job classes must be defined in order to proceed with the pay equity analysis.
A job class is defined as having:
- Similar duties or responsibilities
- Similar required qualifications
- Same remuneration, i.e., job rate/scale
As an example, for a generic job class labelled “Secretary” this generic category could group specific job titles as “Secretary of department” and “Administrative assistant” based on the three criteria mentioned above.
Once job classes and their predominance have been identified by the Pay Equity Committee, a job evaluation tool is required to evaluate all jobs based on the same factors.
Once the factors are chosen by the Pay Equity Committee, they:
- Cannot be changed to accommodate some job classes as the results will be biased;
- Must be kept to maintain pay equity in the future in the same organization, as required by law.
Although job evaluation tools may vary between organizations, all must cover the four dimensions required by law as shown in this classic example of a job evaluation tool:
Example of a job evaluation tool
|Mandatory pay equity dimensions||Organization-selected factors to assess the mandatory dimension on the left|
|Qualifications||Years of experience
Level of education
|Importance of decisions/actions
Type of supervision
Exposure to dangerous materials
Restrictive working area
Once the list of male and female job classes is completed and the job evaluation tool and method have been identified by the Pay Equity Committee, the employer is required to distribute this information to the community.
The employees covered by the Pay Equity exercise have the responsibility to:
- Ensure that their name appears on the employee listing;
- Validate if the job class that they have been associated with (as of February 1, 2009) is adequate and, if not, inform the Pay Equity Committee.
For more information on this step please refer to Pay Equity Results - First Posting.
Evaluating a job can be described as attributing a level within each factor (referred to as rating a job). A rating is based on a precise and objective methodology the Committee will have determined. Eventually, a number of points will be associated to each of these levels and the total number of points acquired in each factor will become the value of the job class. In this way, although jobs may be different in their content, they can still be compared, based on their total points or total score value.
After the above process has been completed, the identification of any compensation gaps can begin. Should the results show a compensation gap that disfavours the female predominant job classes, compensation adjustments to all men and women found in those female predominant jobs must be implemented retroactively to November 21, 2001, the date when the Pay Equity Act became law.
However, if the compensation of a female predominant job class is found to be higher than its male dominant job class comparator of similar score value:
- Compensation of those female dominant job classes CANNOT be lowered;
- Compensation of the male dominant job class comparator is not required to be increased to the level of the female dominant job class.
Note: Addressing the latter would relate to internal equity and not pay equity.
Finally, if the analysis reveals the presence of a compensation gap between female and male dominant job classes of similar values, pay equity adjustments must be implemented retroactively to November 21, 2001.
Pay equity must be maintained, not only for jobs in this pay equity exercise but also for jobs created in the future.
Upon completion of step 4, the organization is required under the Pay Equity Act to post the final results of the pay equity project.
For more information on this step please refer to Pay Equity Results - Second Posting.
Within sixty (60) days of a posting, any employee may, in writing, request additional information and/or communicate observations in regards to their position to the Pay Equity Committee.
|Date of completion
|1999||CUPFA (Concordia University Part-Time Faculty Association)|
|2003||CULEU (Concordia University Library Employees Union)
SCOMM (Syndicat canadiens des officiers de la marine marchande)
CUUSS-TS (Concordia University Union of Support Staff - Technical Sector)
|2005||CUFA (Concordia University Faculty Association)|