The jurisdiction of Ontario has been dealing with the issue of Pay Equity for some time based on the converging provincial legislation that is steering the correction of gender specific pay differentials for equivalent work.
An excellent guide to investigating your organizational pay equity and how to manage through the required changes can be found in a 2006 presentation made for the Ontario Federation of Labour.
This material covers a 2 step process:
1) Achieving Pay Equity
The initial stage in achieving pay equity consists of the process of identifying male and female job classes within the establishment, conducting gender neutral evaluations of the jobs, comparing the wages of female and male job classes of comparable value, developing a pay equity plan which identifies the extent of any discriminatory wage gap, and receiving pay equity wage adjustments that close any discriminatory wage gaps.
2) Maintaining Pay Equity
Maintaining pay equity is an ongoing process of ensuring that female job classes are not subject to any systemic discrimination in their compensation. Maintaining pay equity is required to be a regular part of the compensation practices of an employer and the monitoring practices of trade unions.
Greater flexibility in work arrangements has become more common in the workplace and will add pressure to the capacity to determine equivalencies. As creating a flexible employment experience becomes more of a recognized competitive advantage we will need a strong capacity to balance this need with ongoing cycles and commitments such as our capacity to maintain pay equity.
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