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EQUAL PAY FOR WORK OF EQUAL VALUE Carole Cameron Pay Equity Specialist Canadian Union of Public Employees.

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Presentation on theme: "EQUAL PAY FOR WORK OF EQUAL VALUE Carole Cameron Pay Equity Specialist Canadian Union of Public Employees."— Presentation transcript:

1 EQUAL PAY FOR WORK OF EQUAL VALUE Carole Cameron Pay Equity Specialist Canadian Union of Public Employees

2 Points for Discussion  Pay equity defined  History of pay equity in Canada  Steps taken to reduce the wage gap  Lessons learned  Defeating pay equity myths  Where we are today & the road ahead

3 Pay Equity Defined  A goal that is achieved or a program that is undertaken to end wage discrimination against female dominated jobs by creating a system of compensation that is free of sexual discrimination

4 The Canadian Human Rights Code states: “It is a discriminatory practice for an employer to establish or maintain differences in wages between male and female employees, employed in the same establishments, who are performing work of equal value.”

5 Federal Government Goal  To close the gender wage gap by complying with the Canadian Human Rights Code

6 Provincial Government Goal  To comply with all provincial pay equity regulations and legislation

7 History of Pay Equity in Canada  Canadian Human Rights Act (1978)  Manitoba (1985)  Ontario (1987)  Yukon (1987)  Newfoundland (1988)  Nova Scotia (1988)  Prince Edward Is. (1988)  New Brunswick (1989)  British Columbia (1995)  Quebec (1997)  Saskatchewan (1998)

8 Steps Taken to Reduce the Wage Gap  Equalizing base rates of pay  Elimination of increments  Employment equity hiring  Job reviews to identify wage inequities

9 How can you compare Apples and Oranges? 150 grams Weight 150 grams 87 caloriesCalories 73 calories 21.7 gramsCarbohydrates 18.3 grams 0.3 gramsProteins 1.5 grams 1.5 gramsFiber.08 grams 140 IUVitamin A 300 IU

10 Criteria for Job Review 1) Skill 2) Effort 3) Responsibility 4) Working Conditions

11 Skill  Knowledge  Experience  Problem Solving  Decision Making

12 Effort  Physical Effort  Concentration  Dexterity

13 Responsibility  Accountability  Leadership/Supervision of Others  Communication  Service to Others

14 Working Conditions  Environmental/Working Conditions

15 Factor #10: Communication Measures the level of skill necessary to communicate with others to perform the duties of the job May be oral or in writing, including sign language and carrying varying degrees of skill for the handling of contacts tactfully and harmoniously

16 Degree Level Definition  1. Explain or exchange factual information in a two-way communication involving no conflicts  2. Clarify factual information to handle complaints, deal with or settle requests  3. Resolve problems requiring explanation & interpretation of information or ideas  4. Facilitate participation & joint effort involving communicating ideas of a specialized nature to people who normally cooperate in the setting

17 Degree Level Definition (continued)  5. Secure the cooperation of others who may not cooperate in areas of a specialized nature involving influencing or persuasion techniques  6. Counsel or consult with others who do not normally cooperate in areas of a professional nature  7. Negotiate with others who are at the same or higher level of authority & facilitate consensus in areas of a sensitive nature

18 Notes to Raters -Communication  Level 1No conflicts  Level 2Factual information, conflict involved but no requirement to act together  Level 3Interpretation of ideas, conflicts involved, but no requirement to act together  Level 4Line of authority in place to enhance cooperation, conflicts involved  Level 5Line of authority fades out & cooperation may be difficult, conflicts involved  Level 6Cooperation is difficult because of the therapeutic nature in interaction, conflict involved  Level 7Negotiation with authority required, conflict involved

19 Weighting of Factors  SKILL = 35%  EFFORT = 20%  RESPONSIBILITY = 35%  WORKING CONDITIONS = 10%

20 Problems Encountered and Lessons Learned  Communication! Communication!  Managing Expectations  Dealing with Backlash

21 Defeating Pay Equity Myths 1. Woman do not work for a secondary income 2. Women are committed to the workforce 3. Women do not necessarily have better and safer working conditions than men 4. Women do not choose to work in low- paying jobs 5. Pay equity does not threaten the free market system

22 Defeating Pay Equity Myths 6. Pay equity does not mean the end of a free and democratic society 7. Pay equity will not mean economic disaster 8. Pay equity does not mean creating another huge bureaucracy 9. Pay equity will not hurt women 10. Pay equity will not hurt men

23 Where We Are Today and The Road Ahead  Federal Human Rights Code under review  Much remains to be done

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