Pay Equity Committee Terms of Reference/Administrative Arrangements
(Employers can use the following sample to create their own terms of reference)
To help create a work environment that promotes equality and fairness for all jobs, with sensitivity to issues around gender bias and the undervaluing of female job classes, through policy and administration that is seen as necessary, effective and fair.
Purpose of the pay equity committee
To receive applications for review of pay equity situations or questions; to evaluate jobs; to take measures to resolve employee concerns; and to recommend outcomes or solutions to help resolve pay equity issues for employees of the Space Toy Company.
To ensure that the work of the Space Toy Company's employees is valued in a gender-neutral way and compensated fairly.
The Pay Equity Committee is accountable to the management of the Space Toy Company and reports through the Committee Secretary.
Long term objectives
To maintain pay equity for the employees of the Space Toy Company – Toronto Establishment, and ensure compliance with the Pay Equity Act in a timely and practical manner.
Intermediate objectives (this list is not exhaustive)
To meet the long term objectives, the Pay Equity Committee will:
- Establish policies and guidelines for an efficiently run Pay Equity Committee;
- Train new committee members on all matters relating to pay equity;
- Conduct meetings to review any "Application for Position Review" forms submitted by employees;
- Meet with the applicant(s) and a management representative on the question(s) or concern(s) raised and decide on steps to follow;
- Review applications, re-evaluate job information when needed, or follow other avenues to address issues before the Committee;
- Meet with applicant, supervisor and management representative with results;
- Make final decision by consensus;
- Take any action necessary to close the matter, i.e. recommend retroactive pay equity adjustments where required;
- Minutes of meetings will be taken and all Committee information will be retained at the Space Toy Company head office.
The Pay Equity Committee will be comprised of five members: one Management Representative, one Human Resources Representative, two Staff Representatives and one Chair. Any member from the above areas (except the Chair) may designate an alternate representative to attend meetings.
The Chair, a non-voting member, shall be appointed by the Committee through a voting process and will act as a neutral facilitator.
Pay Equity Committee members will endeavor to resolve any outstanding differences resulting from objections and strive for consensus. Consensus is reached when all committee members agree with the decision. The Chair will decide in the event of non-agreement. In order to carry on business, at least four (4) members must be at the meeting. While consensus-building is the best way to decide, representative voting may be appropriate on less important issues – a threshold of 75% will apply when consensus cannot be reached for minor issues.
The timing and frequency of meetings will depend on the demand and will be decided by the Committee as required.
No member of the Pay Equity Committee shall be penalized in salary because of time spent on activities relating to the work of the Committee. Any expenditure of funds necessary to the function of the Committee shall be paid for by the Space Toy Company.
The Pay Equity Committee shall report to management of the Space Toy Company, through minutes prepared by the Secretary no later than one week following a scheduled meeting.
Representatives of the Pay Equity Committee shall respect the confidentiality of any confidential information or materials to which they have access. Any disclosure shall be limited to those who have a need to know. Should an applicant decide to withdraw an application in order to protect his or her anonymity, the Committee shall respect this decision.
The Secretary will take notes on evaluation details and results, decisions made and actions recommended. A summary of these decisions and actions will be circulated to Committee representatives by email within one week of the meeting.
The Pay Equity Committee Secretary shall maintain suitable records of concerns, complaints, findings, recommendations, decisions and actions which shall then be accessible to Committee representatives and the applicants to whom these records apply.
The Pay Equity Act
As there is no time limit on making complaints under the Pay Equity Act, all files and information contained herein shall be retained, stored and archived by the Space Toy Company.
The Tasks and Responsibilities of the Pay Equity Committee
The tasks and responsibilities of the pay equity committee include, but are not limited to, the following:
Set up the pay equity committee:
- Develop strategies or plans for making the pay equity process work effectively and efficiently. The goal is to function with a minimum of conflict and conduct matters in a timely way.
- Establish policies and terms of reference defining the activities of the Pay Equity Committee.
- Decide the role of each member and develop clear expectations of each of these roles. Useful roles are Facilitator/Chair and Secretary/Recorder. Integrate new members by providing them with all available resources, support, and information on pay equity and legislative requirements. Explain the "Committee Tasks and Responsibilities" to new members and provide updates on the past workings and history of the Committee and the pay equity process.
- The Pay Equity Committee shall strive to make decisions by consensus. Though harder to do, making decisions by consensus forces the group to clarify issues, gather additional information if necessary and seek better alternatives.
Ongoing tasks and responsibilities of the pay equity committee:
- Hold Pay Equity Committee meetings, ensuring a timely handling, review and resolution of questions and concerns.
- Receive and examine all applications for review of any situation, event or change affecting jobs or compensation that could have an impact or effect on pay equity.
- Ensure that all necessary information or documentation is available to resolve concerns or complaints: this data could be collected through written submission, by employee or management interviews or by conducting desk audits. Requests for this data shall receive priority from management of the Space Toy Company and all employees and every effort shall be made to consult the relevant parties and give such parties the opportunity to reply, should they so wish.
- Review job information/descriptions for accuracy, completeness and gender-neutrality; take any action necessary to resolve complaints, issues or concerns, e.g. evaluation of job classes, recalculation of job rates, correct matching of male and female job classes through the Job-to-Job or Proportional Value approaches. Make sure the gender neutral comparison system used to evaluate jobs is still appropriate. If changes are required, the Committee will recommend changes and modifications to the system and seek approval from STCmanagement.
- Submit the results of the review to all parties upon the conclusion of a re-evaluation or any other work undertaken to address an employee's complaint or concerns. The Committee will include its findings, conclusions and recommendations for action. The Committee will hear further arguments if the decision is appealed by an employee or a supervisor.
- Ensure that pay equity adjustments, including any retroactivity, are disbursed no later than the third pay period following the Committee's recommendations/decisions and the agreement of all parties of said decision.
Other tasks or projects for the pay equity committee:
Communicate/update twice yearly with all persons working for the Toronto STC office on issues relating to pay equity or the functions of the Pay Equity Committee.
Coordinate the amendment of the Pay Equity Plan on a yearly basis. STC has a legal obligation to maintain and adjust for pay equity as soon as changes occur, and may amend and re-post the plan. STC created an ongoing maintenance program and opted to amend and re-post the plan at the end of each calendar year. The amended plan details all changes that occurred during the previous twelve months, reminds employees of the "Request for Position Review" process and of the legislated 127–day appeal period given to employees upon a re-posting of an amended plan.
The Pay Equity Committee is responsible for developing, modifying and maintaining a Resource Kit containing tools designed to help its representatives and STC employees with concerns about the re-evaluation or classification process.
The Resource Kit includes:
- "Pay Equity Committee – Terms of Reference and Administrative Arrangements"
- "The Tasks and Responsibilities of the Pay Equity Committee"
- "Job Description Sample"
- "Request for Review of Job Information" form
- "Guide to Gathering Job Information"
- "Guide to Classification or Re-evaluation Process"
- "Sample Job Description"
- "Maintenance Journal" Sample
Request for Review of Job Information
Reason for review of job information
Name of person who assigns work (if different from above):
Directly supervises the following employees: List name and job title:
List positions reporting directly to employees names from list above:
Number of employees and job title:
List any new or additional licenses, certificates, degrees or credentials that are required for the job:
List any new machines, tools, equipment, office appliances or motor vehicles which are now required to do the job. (Indicate whether use is occasional, frequent or constant):
List which responsibilities were added, deleted or changed since last review:
List which duties were added, deleted or changed since last review:
Indicate the areas where new or added skills or knowledge are now required.
Signature (signature indicate neither agreement nor disagreement with the re-classification/review requested. Employee – I certify that the information on this form is correct.
Immediate Supervisor – I have reviewed the statements on this form and certify to their accuracy.
Guide to Gathering Job Information
To achieve pay equity, STC systematically collected, analyzed and documented the skill, effort, responsibility and the working conditions under which each job is performed. To maintain good records, STC seeks to know:
Table 21: Job information
|What a Worker Does||How the Worker Does It||Why the Worker Does It||Work Qualifications|
| ||Techniques|| ||Abilities|
| || || ||Physical demands|
This information is usually extracted and set out in detail on a job statement or description.
Why and how STC gathered job information
The Space Toy Company felt that well written job descriptions clarify expectations for everyone and allow employees to work smarter. To obtain complete and accurate job information, STC felt that the least complicated and most time efficient method was to use a questionnaire specifically designed to match the information required in their job evaluation system.
STC decided to modify a job evaluation system and corresponding questionnaire provided by the Pay Equity Commission (Volume 2: The Job Evaluation System). This was done strictly for the purpose of meeting the deadlines in the Pay Equity Act. The Space Toy Company's Pay Equity Committee evaluated jobs using the questionnaires then went on to create formal descriptions for all jobs in the company.
Job descriptions also provide another advantage in that they make it easier to track changes in job content. Changes in jobs take many forms and occur for a variety reasons. This can include a change in supervision, organizational structure, operating systems, technological change or even a change in the physical surroundings. Some changes are abrupt and quite marked. Others are more gradual and frequently go unnoticed.
The Pay Equity Act requires employers to amend pay equity plans to reflect any significant change in areas like those above. Maintaining up-to-date job descriptions is a good way to fulfill this obligation.
The process of gathering job information
The responsibility of determining the value of an individual job in relation to other jobs in an organization, through job evaluation, can be broken down into a series of steps – beginning with the collection of information about the job that is about to be evaluated.
Job information can be collected in a variety of different ways. This includes the use of questionnaires, interviews of employees and/or supervisors, observation or a combination of these methods. One of the most common approaches is the use of questionnaires, which are completed by employees on the basis that they know their own jobs the best. Any missing or unclear information is then obtained or verified through interviews and/or observation. Once collected, job information is often used to prepare formal job descriptions and sometimes used to prepare job specifications.
The purpose of job descriptions
Job descriptions can serve several useful purposes. They can be used for recruitment, job evaluation, performance appraisals, training and development, career planning and so on. For this reason STC sees the benefit in preparing formal job descriptions.
Formal job descriptions are not essential for job evaluation purposes as long as there is another source of complete and accurate job information.
Guide to the Classification or Re-evaluation Process
When significant changes occur in a job, it is the shared responsibility of the supervisor and employee to submit revised job information to the Pay Equity Committee Secretary.
The incumbent fills out the "Request for Review of Job Information" form, then has the information reviewed and approved by the Supervisor.
What are the three main reasons for a position review?
- a new position is created, or an existing one is restructured;
- STC is recruiting for a previously classified position – job requirements are then reviewed for accuracy and currency before posting or advertising for the vacant position;
- a position undergoes significant change.
When does reclassification or re-evaluation occur?
- a skill or responsibility has been added and is being performed on a regular and continuous basis;
- an existing skill or responsibility that had been performed on an infrequent basis is now performed on a regular and continuous basis;
- a skill or responsibility performed on a regular and continuous basis has been deleted or decreased;
- a reorganization causes a change in the responsibilities or skills required in a position or positions.
What are the three main steps in the classification or re-evaluation process?
- preparation or modification of position documentation by the staff member, supervisor, or Human Resource. representative for a new job;
- evaluation of that job information by the Pay Equity Committee, whose representative may visit the department to gain a better understanding of the position being reviewed, and;
- communication of the results of the position review to the department administrator, supervisor, and staff member.
About job descriptions
- duties and responsibilities no longer performed should be removed from the job description;
- the supervisor may develop a composite position description representative of a group when two or more individuals hold the same type of position (e.g., Customer Service Clerks);
- elements of the tasks that had not been previously rated or that are now being realigned due to changes in the job environment or requirements must be defined and included;
- each major job duty and/or tasks is listed, starting with the duties that take the largest portion of time – e.g. a duty can be "Conference Coordination" and tasks can be scheduling speakers for bi-monthly departmental seminars by calling individuals from established listings, ascertaining availability, determining event dates and composing correspondence;
- the approximate amount of working time spent on each major duty is indicated using percentages, number of hours per day, frequency (daily, weekly, monthly);
- technical terms are explained by describing processes and equipment in easy to understand language; be specific about the nature and scope of responsibilities involved, the equipment, processes and work aids used;
- enough clear and concise detail about the job must be included; for example, "handles mail" could mean receiving, logging, reading, distributing, locating background material related to the correspondence and attaching it for the reader's information;
- duties, knowledge, skills, and other characteristics cannot be over or understated;
- being promoted or changing to a new job does not mean that the job itself changes and should be re-evaluated;
- it is not the purpose of a position description or of the re-evaluation process to evaluate an individual's performance in their job or to address issues of wages, office complaints or relationships with co-workers – these are not relevant to this activity;
- a copy of the reviewed and/or modified position description is kept on file for future reference.
Sample Job Description
Under the supervision of a Manager, the incumbent performs a variety of administrative support and office clerical functions for a Department Head and/or Division Manager. These duties include taking and preparing minutes, composing and typing administrative/confidential/legal documents, arranging of appointments and travel plans, and performing the general duties of a private secretary. Responsibilities may include supervising a small clerical staff.
How long have the duties and the distribution of time been substantially as below? 14 months
Attach a copy of the most recent organizational chart.
Amount of time:
Major duties and responsibilities
- Liases with other departments, divisions, outside agencies, committees, or boards of office administrative matters pertaining to the immediate supervisor.
- Prepare, maintains and provides letters, memoranda, reports, forms and other materials from rough draft, final working draft notes, and dictation notes for supervisor's review and signature, in accordance with department or division policy.
- Composes and prepares correspondence of a simple and straightforward nature for the division or department.
- Performs other secretarial and clerical functions such as assembling, taking and preparing minutes, agendas or other reports for division or department committees.
- Answers telephones and personal inquiries. Provides information and referrals to employees and the general public, as required.
- Develops and maintains efficient and up-to-date filing system.
- Arranges meetings and schedules out-of-town travel for departmental or division personnel.
- Ensures that adequate operating levels of office supplies, equipment and furniture are maintained, by preparing and processing requisitions and verifying completed purchase orders. Also prepares vouchers and billings for division services, travel requests, other reports related to revenues collected and financial or budget statements. May be required to administer and disburse petty cash.
- Maintains accurate records of hours worked by division or department employees. Includes securing timesheets, calculating overtime and benefits accrued and preparing related payroll reports. Prepares various personnel action forms and coordinates with the Office of Employee Services to assure compliance with policies and procedures.
- May be required to supervise clerical staff or to be lead person for secretarial staff. Assigns tasks and reviews work of subordinates.
- Coordinates all details related to special projects and events, i.e., the annual sales conference and the quarterly division general meetings.
- Performs other related duties as assigned.
Job Description Sample – Administrative Secretary
Minimum Qualifications and Skills
- Graduation from high school or the equivalent, and four year's work experience in an office performing secretarial or office clerical duties. Office administration training may be substituted for one year's experience if the course work is sufficient to be the equivalent.
- Demonstrated proficiency in the use of personal computers, with a working knowledge of computer software for filing, word processing, spreadsheets, database management and emailing. Ability to type 60 wpm net. Ability to record minutes of meetings in an accurate, efficient and timely manner. Shorthand and speedwriting skills would be an asset.
- A working knowledge of various standard office equipment and other specified technical equipment such as a business calculator, copying machine, fax machine, etc..
- A working knowledge of modern office policies and procedures in a computerized and local network environment.
- Ability to schedule appointments, develop and maintain complex filing system and keep orderly records.
- Ability to relate well with co-workers, supervisors, other employees, client groups and the general public, and provide leadership and work direction to subordinate staff.
- Possession of a valid driver's license.
- Mental and visual concentration during computer work four or five hours daily, for accuracy in data entry and editing.
- Listening and mental attentiveness in dealing with customer or public queries, and manager's requirements.
- Mental effort required in multi-tasking and handling interruptions that require constant refocusing.
- Performs multiple, repeated and sustained hand-eye movements on computer keyboard and screen up to four to five hours daily.
- Lifts and shelves office supplies (up to 30 pounds) daily.
- Sits for extended periods of up to five hours daily, operating computer and other office equipment.
- Works in confined space of four-foot high, minimum-grade baffled privacy station.
- Governed by concurrent and dynamic deadlines, despite conflicting priorities and frequent interruptions.
- Intermittent exposure to co-workers/clients; occasional handling of queries and calls from upset or irate people.
- Frequent exposure to glare from computer screen, printer toners or chemicals.
- Lifting of boxes that can result in injury to back, feet or hands.
Type of Supervision Received
- Reports to a department head or division manager. Works under general instructions to prioritize and complete assigned tasks. Assignments are periodically checked for progress by the immediate supervisor.
Type of Supervision and/or Assistance Given
- May be required to supervise clerical staff or to be lead person for secretarial staff. Assigns, prioritizes tasks and reviews work of subordinate staff.
Maintenance Journal – Sample
Table 22: January 1 - December 31, 2000
| Date|| What's Happening|| Applicant|| Action|| Bring Forward|| Resolution|
|January 12||New duties assigned to Receptionist job class: Scan, re-format, proofread documents from company archives; Documents to Web writer; no editing; Assist CSR's in filling out publication orders.||Sonia G.||Requested updated job description from Human Resources, with Sonia's & Supervisor's comments.|
All info needed by February 11.
|Check progress by January 27, 2000|| |
|January 20||Applicant asking whether issue is pay equity or equal pay for equal work – Jon and Helen doing the same job – Business Analyst.|
All supporting documents received.
|Jon V.||Referred application to Pay Equity Committee – next meeting. February 14||February 14|| |
|January 27||Applicant is Systems Technician – male job class. Wants job re-evaluation. Supporting documents received, and approved by Supervisor.||Patrick Y.||Re-evaluation at next Pay Equity Committee meeting. February 14||February 14|| |
|February 9||Received updated description for Receptionist. Changes approved by Supervisor.||Sonia G.||Re-evaluation at next Pay Equity Committee meeting. February 14||February 14|| |
|February 14||Pay Equity Committee meets to re-evaluate Receptionist and Systems Technician jobs and to resolve Business Analyst issue/pay equity vs.equal pay question.||Sonia G.|
|Re-evaluation complete. Results and recommendations to Sonia, Patrick, Jon, Supervisor.||Respond to results by February 24|| |
|February 20||Sonia response – disagrees with results & recommend. Job value up by 32 pts. Sonia feels should be 45pts. – this would bring up to next band. Supervisor unsure on web editing tasks & responsibility. Sonia to appeal decision with Pay Equity Committee.||Sonia G.||Sonia/supervisor to meet with committee at next meeting and bring supporting documents or arguments.||Final appeal at March 20 Pay Equity Committee meeting.|| |
|February 22||Patrick response – agrees with results & recommendations. Job value up by 22 pts. No effect on job rate – Patrick will move to next level on the range.||Patrick Y.||To Human Resources. For salary adjustment. No job rate change.|| ||Adjustment to next level to show on pay.|
|February 23||Patrick response – agrees with results & recommendations. Job value up by 22 pts. No effect on job rate – Patrick will move to next level on the range.||Jon V.||To Human Resources for salary adjustment. No job rate change|| ||Issue closed.|
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