STC's Pay Equity Maintenance
Problems & Solutions

What problems did STC identify when discussing and deciding on the future maintenance process?

• Consistency of committee memberships. The STC Committee worked on pay equity issues from 1990 to 1995. Staff turnover and heavy workloads made it difficult for the committee to do a timely job of maintaining pay equity after 1995.



• Record-keeping and follow-up. This was not done from 1996. There was no pay equity committee and the office misplaced some of the original pay equity materials, notes, evaluation results, rating sheets, etc. As there is no limit to how far in the past a complaint can be made, preserving all pay equity records became a key goal.



• Concerns were raised by employees about pay equity maintenance. In October 1998, discussions began between management and staff on how to monitor changes impacting on pay equity and on how to maintain pay equity in a practical manner.

What solutions did STC come up with to address the above problems or concerns?

• In 1999, STC and its employees formalized what they felt was a practical approach to maintaining pay equity by creating a "Pay Equity Maintenance Program". Such a program is not required by the Act, but STC and the employees at the Toronto Head Office agreed that pay equity compliance and employee satisfaction could go hand in hand if a formal process was followed.



• The maintenance program was put into effect on January 1, 2000, and tested over a six-month period. Some amendments were made to the terms of reference and policies and procedures.



• This case study contains reference tools developed and used by STC, the Pay Equity Committee and the employees of the company.