Before starting the process, you may want to ask yourself a few questions to help determine the current state of your compensation practices, such as:

* Do you have a gender-neutral method of assessing the value of work?
* Does this method take into account the four job evaluation factors required by the Canadian Human Rights Act: skill, effort, responsibility and working conditions?
* Do you pay employees either according to these assessed values or according to market values?
* What benefits are included in your compensation package, and are they equally available to male and female employees?
* Do you want to obtain external pay equity expertise?

The Labour Program recommends that you establish a representative job evaluation committee that includes the employer, union and employee members to guide the pay equity process. This will help provide balanced perspectives and increase the credibility of the results.

Establishing ground rules for the way the project will be carried out helps manage the expectations of all parties involved. You should also develop a plan for communicating with employees and have a dispute resolution mechanism to address issues employees may have. The parties should agree, in advance and in general terms, on how they will address any wage gaps identified during the pay equity process. Areas of discussion may include the length of time over which the wage gap will be closed and the allocation of resources.

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we have prepared a simple guide to what employers must do today or within the next few months to comply with the Health Care Reform requirements. While it is important to begin the planning process for Health Care Reform, it is perhaps more important to not get lost in the broad details and misunderstand or simply miss the requirements taking effect now.
1. Assemble and Review Plan Documents
2. Identify Impacted Plans
3. Understand Requirements for 2010-11 Plan Yea
4. Prepare for Notice Requirements
5. Prepare for Automatic Enrollment

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Employers should also consider consulting staff on alternative options to redundancy, such as modified hours or job sharing. Where suitable alternative options can be identified, they should then consider their feasibility from a business perspective.

Where feasible alternatives cannot be found, employers should be able to justify their reasoning for rejecting the other options, and for selecting certain staff for redundancy, before making any job cuts.

If they have considered the issues thoroughly and have a paper trail to show their reasoning, they should be in a far stronger position to defend themselves against an age discrimination claim.

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Job evaluation is a systematic process for determining the relative value of jobs. There are many types of job evaluation plans, but to be used for pay equity plan is a non-sexist and measure the four factors mentioned above. Every job must be evaluated on a factor by factor and assign a relative ranking of the job evaluation committee.

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Implementation
Once job evaluation is complete, the Labour Program recommends that you review your compensation policies and practices.
You should examine your employees’ wages to see whether gaps exist between male and female groups. Generally, this involves determining the existing wage rate for each position and plotting pay lines. You may not need to calculate the monetary value of direct and indirect benefits if these benefits are equally accessible to men and women. Some wage differences may be explained by one of the reasonable factors listed in the Guidelines; however, these factors must be applied in a consistent and equitable manner.

You should then calculate the total wage adjustments required to address inequities within your establishment. It is important to remember that, under Canadian legislation, you cannot reduce wages to correct a pay inequity. The Labour Program will also verify that you have developed a reasonable schedule for implementing pay equity. This will depend on the size and complexity of your establishment.

Maintenance
Once pay equity has been implemented, you should conduct periodic pay equity reviews to identify any new wage gaps and avoid complaints. There are a number of factors that could cause wage gaps to emerge, including organizational change and the negotiation or renewal of a collective agreement. They might also include the elimination or creation of new jobs or occupational groups, or a change in the gender predominance of an occupational group. In practical terms, pay equity maintenance means that you must monitor changes in your establishment for any pay equity implications those changes may carry. Wage gaps that reopen or are created after pay equity is achieved must be closed as they occur.

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Company Formation

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A policy which states that the company is an equal opportunity employer and strongly enforces a nondiscrimination policy.
A strong sexual harassment policy detailing what is not accepted at your place of business.
A policy about phone and/or email communications.
Expectations of employees.
Include how your company plans to monitor or take action on all of the stated policies.
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Thanks for sharing such a good information.thanks for helpful nature.

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