Pay and Employment Equity Review Process. Guide for HR Managers and Project Managers

Transcription

1 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers 1

2 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Disclaimer: The Department of Labour (now Ministry of Business, Innovation and Employment) has made every effort to ensure that the information contained in this publication is reliable, but makes no guarantee of its accuracy or completeness and does not accept any liability for any errors. The Department may change the contents of this publication at any time without notice. Crown copyright 2009 This material is Crown copyright unless otherwise stated and may be reproduced free of charge without requiring specific permission. This is subject to it being reproduced accurately and not being used in a derogatory manner or in a misleading context. The source and copyright status should be acknowledged. The permission to reproduce Crown copyright protected material does not extend to any material in this publication that is identified as being the copyright of a third party. Ministry of Business, Innovation & Employment PO Box 1473, Wellington 6140 New Zealand Web: 2

3 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers CONTENTS AN EXAMPLE OF TIMINGS TO PREPARE/CARRY OUT A PAY AND EMPLOYMENT EQUITY REVIEW... 4 Task 1 Download pay and employment equity review resources... 5 Task 2 Contact union(s)... 5 Task 3 Alert staff to the review... 5 Task 4 Release a media statement or article... 6 Task 5 Select a project manager... 6 Task 6 Develop a project plan... 6 Task 7 Project manager and/or HR staff prepare for using Pay and Employment Equity Analysis Tool (PEEAT)... 6 Task 8 Prepare HR data to run PEEAT... 6 Task 9 Run PEEAT... 7 Task 10 Summarise PEEAT results... 7 Task 11 Select committee (6-8 members)... 7 Task 12 Develop communications strategy... 7 Task 13 Staff survey... 8 Task 14 Develop a working together agreement for the committee... 8 Task 15 Committee preparation... 9 Task 16 Prepare review report... 9 Task 17 Prepare the gender profile summary... 9 Task 18 Prepare the introduction for the review report Task 19 Prepare for case study/executive summary SEE COMMUNICATIONS GUIDE APPENDIX 10: EXAMPLE OF SUMMARY CASE STUDY FOUR STEP REVIEW PROCESS (8 WEEKS) Step 1 Create a gender profile of the organisation and identify significant gender issues Step 2 Explain significant gender differences Step 3 Plan for moving towards gender equity by addressing the issues identified, which includes a strategy for implementation, monitoring and evaluation Step 4 Describe and evaluate the review process APPENDIX 1: ROLE DESCRIPTION PROJECT MANAGER APPENDIX 2: EXAMPLE OF WORKING TOGETHER AGREEMENT APPENDIX 3: REVIEW COMMITTEE S EVALUATION SURVEY APPENDIX 4: SUMMARY TABLE 1 GENDER PROFILE

4 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers AN EXAMPLE OF TIMINGS TO PREPARE/CARRY OUT A PAY AND EMPLOYMENT EQUITY REVIEW Total time 3 months Project manager Total time 12 weeks (could be spread over a longer period, depending on other organisational commitments) Preparation Part-time 3 weeks 45 hours (15 hours per week) Review Part-time 8 weeks hours (25 hours per week) Post review Part-time 1 week 10 hours Total 255 hours Committee members Total time Review Total 9 weeks 4 committee meetings 16 hours Pre-meeting reading, staff engagement such as briefing teams 8-10 hours 40 hours approximately Note: Timing will vary with an organisation s size and complexity 4

5 Preparation (3 Weeks) Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Task 1 Download pay and employment equity review resources Who Resources HR manager Annotated list of resources Role description project manager (Appendix 1) Pay and Employment Equity Review Report Template Pay and Employment Equity Analysis Tool User Guide Pay and Employment Equity Review Analysis Tool (PEEAT) if using Staff survey Communications Guide Example of working together agreement (Appendix 2) Case study examples Task 2 Contact union(s) A partnership approach The review process is designed to include employees experience and knowledge of the workplace through a committee approach. Unions can provide a representative voice and enable employees to contribute valuable information to help ensure that the review process is credible and thorough and leads to appropriate action. A committee approach makes it easier to: gather the information you need consider the findings from a range of perspectives ensure the analysis is thorough ensure the wider organisation has confidence in the process and the results get commitment to any recommendations that result. This stops the review from being steered or being perceived as being steered by one person s agenda or perspective. Who How HR manager Involve any participating unions to: promote the review to their members assist with selecting the committee have a representative on the committee jointly develop and implement the communications strategy. Task 3 Alert staff to the review Who How Communication staff and/or project manager Message from chief executive and associated union(s) Identify your audience(s). Send communications out to all staff and possibly to governance bodies or boards. Resources Intranet statement Communications strategy guidelines 5

6 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Task 4 Release a media statement or article if appropriate Who How Resources HR manager or project manager Communications staff Message from chief executive Union(s) Once staff have received the first communication, the organisation may wish to consider sending a statement/article to any: associated union /other publications sector wide publications professional/other bodies. Communications strategy guidelines Task 5 Organise a contract for project manager if appropriate Who How HR staff Decide on criteria for the role, duration of contract, number of hours, identification of tasks, responsibilities and timeframe Resources Role description project manager (Appendix 1) Task 6 Develop a project plan Who How Project manager HR manager Review committee Scope project with organisation, including project plan, timeline, expectations and responsibilities. Draft the project plan. Project manager sends the draft to committee several days before the first meeting for adoption at the first committee meeting. Project plan signed off by sponsor. Task 7 Project manager and/or HR staff prepare for Pay and Employment Equity Analysis Who Resources HR manager/staff or project manager PEEAT User Guide Task 8 Prepare HR data to run PEEAT or other analysis Who How HR staff and/or project manager Prepare HR data. 6

7 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Classify jobs using ANZSCO or another robust job classification system (see Appendix 8, Pay and Employment Equity Review Report Template). Check data for accuracy. Resources PEEAT Modules 1 and 2 ANZSCO guide Task 9 Analyse data or run PEEAT or Who How Project manager or HR staff Use the PEEAT or other analysis method. Resources PEEAT Modules 3, 4 and 5 Task 10 Summarise data analysis results Who Project manager HR staff Resources Summary Table 1 Gender Profile Appendix 4 Task 11 Select committee (6-8 members) Who This may be done by eg Project manager HR staff Associated union(s)project sponsor Other How Resources Send communication to staff in partnership with union(s) to encourage representation from different levels, occupations and union delegates. Communications strategy guidelines Task 12 Develop communications strategy Who How For example Project manager Chief executive Associated union(s) Review committee Communications staff Communication strategy drafted and sent to the review committee for consideration. Prepare brief for managers on scope, purpose of the review and the process Project manager sends the amended communications strategy to committee members 3 days before the first meeting for agreement at the meeting. Resources Communications strategy guidelines 7

8 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Task 13 Staff survey Who How Chief executive Communications staff Project manager HR staff Associated union(s) Managers/team leaders Amend if required, promote and distribute online staff survey, collate and analyse responses using the gender profile summary in Chapter 1 of the review report. Project manager/ HR staff amend the staff survey example to ensure that it reflects the organisation s HR practices. 1 Discuss any proposed changes to the survey with committee members including ideas to encourage staff engagement. Action communications to alert staff to survey. Distribute online, and hard copies of the survey for employees who don t have access to computers. Data entry hard copy responses. Collate and summarise the results of the survey using the gender profile summary. Survey promotion: message from the chief executive encourage team leaders/managers to promote the survey with their teams, for example, by allocating time at team meetings for its completion and collection (if in hard copy). Resources Communications strategy guidelines Staff survey Survey tools such as Survey Monkey. 2 Pay and Employment Equity Review Report Template Chapter 1 Task 14 Develop a working together agreement for the committee Who How Project manager Project manager sends the draft working together agreement to committee and unions. Draft working together agreement to be discussed at committee meeting. 1 The survey question numbers in the gender profile section of Chapter 1 in the Pay and Employment Equity Review Report Template relate to the standard survey questions. 2 SurveyMonkey is just one example of an automated survey tool and others are readily available on the internet. 8

9 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Add working together agreement to Appendix 2 in Pay and Employment Equity Review Report Template. Resources Working together agreement example (Appendix 2) Pay and Employment Equity Review Report Template Task 15 Committee preparation Download resources and education and training materials as handouts for managers and committee members. Resources Annotated resource guide Resources at Task 16 Prepare review report Who How Project manager Start drafting report, to include: demographics of your organisation - gender statistics of your staff in the review report organisation s purpose why your organisation is doing a review (part of executive summary) selection and establishment of the committee selection of the project manager preparation activities (data analysis, survey, communications, project plan) this information will be added to the evaluation of the review (Chapter 4 of the review report). Add working together agreement to Appendix 2 in the review report. Resources Pay and Employment Equity Review Report Template Task 17 Prepare the gender profile summary Who How Project manager Complete Summary Table 1 Gender Profile (Appendix 4) for the first committee meeting, using results from data analysis and the staff survey Summarise what is currently working well in the organisation Summarise other equity issues that have been identified Once you have summarised the gender differences, what s working well and other equity issues, use the suggested resource list Integrating information already held by the organisation, and the Follow-up questions at 1.14 of the Pay and Employment Equity Review Report Template to identify and gather further information on questions the committee is likely to ask. This will assist the committee with analysing the gender profile at its first committee meeting and deciding what gender differences should be considered in step two. 9

10 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Resources The completed Summary Table 1 Gender Profile can be incorporated into the body of the Pay and Employment Equity Review Report Template as a summary and overview of the gender differences. The analysis tables and charts (and any other HR data) and the collated survey responses can be added as an appendix to the report. Pay and Employment Equity Review Report Template Task 18 Prepare the introduction for the review report Who How Resources Project manager Start to complete the introduction of the Pay and Employment Equity Review Report Template sections about the organisation and the statement from the chief executive on why they have decided to carry out a review. Pay and Employment Equity Review Report Template Task 19 Prepare for case study/executive summary Who How Resources Project manager Completed case studies can be used as a template for a case study or an executive summary for your own organisation Case studies See communications guide appendix 10: Example of Summary Case Study Four step review process (8 weeks) Step 1 Create a gender profile of the organisation and identify significant gender issues Purpose of Step 1 Complete Chapter 1 of the review report. Agree to project plan, working together agreement and communications strategy. Identify and understand the gender differences by the committee analysing the gender profile summary and decide: what s working well any other non-gendered equity issues if any gaps in information and how to gather it gender differences. Complete Summary Table 1 Gender Profile. Seek feedback from staff on the possible causes of the gender differences the committee has identified. Week 1 Project manager s tasks Facilitate 1 st committee meeting 1.1 Facilitate a discussion to agree to the project plan including timeframes, the working together agreement and the communications strategy. 10

11 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers 1.2 Facilitate a discussion on the gender profile template to identify gender differences. Use Summary Table 1 Gender Profile, the results of integrating information already held in the organisation and the follow up questions in the report template. 1.3 Facilitate a discussion to decide if any further data needs to be collected and how. 1.4 Facilitate a discussion to identify the significant gender differences that need an explanation. 1.5 Facilitate a discussion on what s currently working well in the organisation and any other equity issues to decide what should be included in the Pay and Employment Equity Review Report Template. Committee members tasks Agree to the project plan including timeframes, the working together agreement and the communications plan. Discuss and understand the gender differences. Agree on what s working well. Agree on any other non-gendered equity issues. Decide if any further information is required. Decide on communications to staff to seek feedback on gender differences. Resources Pay and Employment Equity Review Report Template Summary Table 1 Gender Profile Communications Guide staff feedback survey 1 Week 2 Tasks between 1 st and 2 nd meeting Complete Chapter 1 of the Pay and Employment Equity Review Report Template and select comments from staff surveys to enrich the review report. Seek and collate feedback from staff on the reasons for the gender differences the committee has identified. Project manager s tasks 1.10 Complete Pay and Employment Equity Review Report Template Chapter Summarise gender differences as a result of the committee s discussion using Summary Table 1 Gender Profile Gather further information if required Using Summary Table 1 Gender Profile, develop staff feedback survey 1 to ask staff for their opinions on possible causes and explanations of the identified gender differences. Include in the communications what s working well, and the identified other nongendered equity issues, distribute and collate the feedback survey results. The collated feedback survey 1 will be added as Appendix 3 to the review report Send Chapter 1 of the review report and the collated information from feedback survey 1 to the committee 3 4 days before the second committee meeting Update the chief executive and sponsor on progress. Committee members tasks Review updated review report and data summaries from further information gathered, including staff feedback survey 1 and prepare for next meeting. 11

12 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Resources Pay and Employment Equity Review Report Template Communications Guide staff feedback survey 1 Summary Table 1 Gender Profile Step 2 Explain significant gender differences Purpose of Step 2 Complete Chapter 2 of the Pay and Employment Equity Review Report Template. For each identified gender difference, decide which gender differences: are not explainable are justifiable and why are explainable but not justifiable are not justifiable and need action. Decide on the opportunities to progress gender equity. Start to research strategies to progress toward gender equity. Seek feedback from staff on possible solutions to progress gender equity. Week 3 Project manager s tasks Facilitate 2 nd committee meeting 2.1 Present summary of any further information gathered. 2.2 Facilitate discussion on reasons for the gender differences (causes/explanations) using review report Chapter 2 and whether these differences are outside the organisation s control and/or are justified or not. 2.3 Facilitate a discussion on the identified gender differences and decide those that are not explainable, are justifiable and why, are explainable but not justifiable, and are not justifiable and need action. 2.4 Facilitate a discussion to decide on the areas to progress gender equity that will be the basis for the strategic plan. 2.5 Ask committee members to start to consider possible success indicators and possible solutions to address identified areas to progress gender equity. 2.6 Facilitate a discussion to decide on the survey questions for feedback survey 2 to seek ideas for possible solutions to address the identified areas to progress gender equity. Committee members tasks Analyse any new information. Identify explanations (causes and barriers) for gender differences. This will enable you to develop robust, evidence-based strategies for progressing gender equity. Decide on the areas to progress gender equity. Resources Pay and Employment Equity Review Report Template Communications Guide staff feedback survey 2 Week 4 Tasks between meetings 2 and 3 Design, distribute and collate staff feedback survey 2 to seek ideas for possible solutions. Start to research possible solutions to progress gender equity. Identify success indicators for gender differences that need action to progress gender equity. Consult managers to identify possible links to existing or proposed initiatives and projects to integrate areas that need action. 12

13 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Project manager s tasks 2.7 Complete Chapter 2 of the Pay and Employment Equity Review Report Template. 2.8 Continue to select comments from staff surveys to enrich the review report and send to the committee 4 days before the next meeting. 2.9 Start to research possible solutions to address the identified areas to progress gender equity. Use case studies from previous reviews Send possible solutions to committee members using Table 3.1 Opportunities for progress and strategies for success and the collated feedback survey Update chief executive and project sponsor Consult managers to identify any links between the identified areas to progress gender equity that will be recommended in the response plan and current or proposed HR projects/initiatives. Committee members tasks Consider collated feedback survey 2 from staff and managers and summary Table 3.1 Opportunities for progress and strategies for success, and the updated review report before next meeting. Start to consider possible solutions and implementation strategies for each identified area to progress gender equity and send ideas to other committee members and project manager 4 days before the next meeting. Resources Communications Guide staff feedback survey 2 Case studies on other reviews The Gender inclusive Job Evaluation Standard A Guide to the Gender-inclusive Job Evaluation Standard and Gender Bias in Job Evaluation: A Resource Collection Spotlight: A Skills Recognition Tool A range of organisations may be a further source of background information, examples and resources including Statistics New Zealand, the Ministry of Women s Affairs, the Human Rights Commission, the EEO Trust, the State Services Commission, the CTU and associated unions and unions associated with your organisation. Step 3 Plan for moving towards gender equity by addressing the issues identified, which include a strategy for implementation, monitoring and evaluation Purpose of Step 3 Complete Chapter 3 of the Pay and Employment Equity Review Report Template. Decide on success indicators. Develop a strategic plan to move towards gender equity. Develop specific actions to achieve success indicators to overcome the barriers for each area identified, including timeframes and who will be responsible. Develop a monitoring programme to measure the effectiveness of the gender strategy. Decide on the terms of reference and composition for a monitoring group. Draft a case study of review. Draft executive summary for review report the case study can be used as an executive summary. Agree on the final communication to staff. 13

14 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Week 5 Project manager s tasks Facilitate 3 rd committee meeting (half to full day depending on number of issues to consider) 3.1 Facilitate a discussion on success indicators, complete Summary Table Facilitate discussion on developing a strategy that incorporates: collated results from committee members, managers, associated unions and staff feedback survey 2 on possible solutions research solutions to address the identified issues organisational project links and complete Table 3.1 Opportunities for progress and strategies for success. 3.3 Facilitate a discussion to develop implementation strategy timeframes and responsibilities. 3.4 Facilitate a discussion to develop a monitoring strategy. 3.5 Facilitate a discussion to develop a recommendation to ensure that gender-related data is routinely collected and reported in standard HR reports. 3.6 Facilitate discussion on final communications strategy. 3.7 Facilitate a discussion on the draft case study. Committee members tasks Consider feedback on solutions from staff feedback survey 2. Decide on the strategic plan including recommendations, success indicators, a strategic approach to address individual gender differences and monitoring and evaluation strategies. Agree on the final communication to staff. Week 6 Tasks between meetings 3 and 4 Complete Chapter 4. Project manager s tasks 3.8 Prepare final review report including: drafting and getting sign-off on the chief executive s preface and the executive summary and incorporating them into the review report integrating comments from staff surveys at relevant times Include in the appendix of the review report the working together agreement, the communications strategy including all communications, all surveys (the preparation survey and the two follow-up feedback surveys) and collated results for each survey. 3.9 Send final report including the strategic plan to the committee 4 5 days before the final committee meeting Send out the review committee s evaluation survey to committee members, HR staff and any other staff, managers and associated unions who have supported the process. The chief executive may also want to provide feedback, 6 days before the final meeting, allowing 2 days for survey completion Summarise the review committee s evaluation survey results and send to committee members before the final meeting and include in the review report Chapter Draft case study and send to the committee members 2 days before the meeting, incorporating quotes from the review committee s evaluation survey Update chief executive and seek a quote for the case study and/or executive summary. 14

15 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Committee members tasks Receive and feed back on final review report and the case study (executive summary) to the project manager and other committee members 2 days before the final meeting. Complete the review committee s evaluation survey and send to the project manager 4 days before the final meeting, as the project manager needs to incorporate evaluation feedback into the final report and select quotes for the case study. Resources Case study example - see Communications Guide: Appendix 10: Review committee s evaluation survey (Appendix 3) Step 4 Describe and evaluate the review process Purpose of Step 4 Complete Chapter 4 of the Pay and Employment Equity Review Report Template. The committee agrees to the final review report. Committee suggests how the review report will be presented to the chief executive and the senior management team and to any other key stakeholders. The committee decides on the final communications to staff. This could be the case study or an executive summary. The committee agrees to the case study draft. Week 7 Project manager s tasks Facilitate 4th and final committee meeting 4.1 Present and facilitate a discussion to achieve agreement for the final review report. 4.2 Feedback on review committee s evaluation survey results and facilitate a final discussion on evaluation on the process, including the organisation s engagement and the committee s involvement what worked well and what would be done differently next time to be included in the report. 4.3 Decide on any feedback or quotes from the project manager, committee members and the chief executive that could be included in the review report and in the case study (executive summary). 4.4 Draft and seek approval for the chief executive s preface and executive summary to be included in the review report. 4.5 Facilitate a discussion to get agreement on the final communications to staff and the chief executive including the case study (executive summary). Committee members tasks Meet to consider and sign off final review report. Discuss and evaluate survey results (any further comments to be included in the case study and Chapter 4 of the review report). Decide on final communication to chief executive and staff. Decide on the final case study and executive summary. Resources Communications Guide Project manager s final tasks 4.6 Complete case study and seek sign-off from chief executive. 4.7 Present review report to the chief executive, any boards or governing bodies, and any other associated unions and committee members. 15

16 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers APPENDIX 1: EXAMPLE ROLE DESCRIPTION PROJECT MANAGER Text in italics provides guidance and should be removed or replaced in the final document. Shaded text should be replaced with appropriate information. The information here should be inserted into your organisation s standard template. BACKGROUND: PAY AND EMPLOYMENT EQUITY REVIEW The review will be carried out by an internal review committee made up of representatives from across the organisation. The review process requires ORGANISATION NAME to: identify areas where men and women have different experiences in relation to access to rewards, participation and experiences of respect and fairness determine if the differences identified are significant, explainable and justifiable investigate and prioritise areas that need to be addressed in the response plan prepare a review report setting out the process, outcomes, key learnings and conclusions develop a response plan that prioritises and provides recommended strategies for issues to be addressed and sets out responsibilities, timeframes and how implementation of the response plan will be monitored and evaluated provide copies of the review report and response plan. ROLE OF THE PROJECT MANAGER The project manager is responsible for preparation and coordination of the ORGANISATION NAME review of pay and employment equity. The project manager will be required to facilitate all review committee meetings and work closely with PERSON THEY REPORT TO to ensure that appropriate project management practices are in place and the project is delivered according to scope, time, cost and quality requirements. General responsibilities Liaising with the chief executive, unions and senior management team. Ensuring PERSON THEY REPORT TO is kept fully informed of potential risks, issues and threats that may impact on successful completion of the project and actively working with the sponsor and review committee to ensure that all issues are effectively resolved in a timely manner to keep the project on track Ensuring the communication strategy is implemented. Maintaining regular dialogue with ORGANISATION NAME and PERSON THEY REPORT TO, ensuring appropriate project methodology is adhered to Producing monthly project status updates for PERSON THEY REPORT TO based on a standard project template. Coordinating and organising the collection of information and data, and making information accessible to the committee (for example, preparation of summary sheets and selection of relevant extracts). Documenting committee findings and preparing draft review report. Coordinating the investigation of possible response strategies and any necessary consultation. 16

17 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Key requirements The project manager must be available to commit to the project X hours per week for the duration of the review from dd/mm/yyyy to dd/mm/yyyy. They will have an understanding and appreciation of ORGANISATION NAME s culture and environment and be capable of working with the PERSON THEY REPORT TO and the review committee to ensure that the project s solutions are well aligned with ORGANISATION NAME s development goals and support the organisation s strategic direction as outlined in NAME OF MISSION STATEMENT DOCUMENT. Project managers will require: an understanding of gender bias and gender analysis an ability to gather, synthesise and analyse data (both quantitative and qualitative) an ability to summarise and present information clearly facilitation skills. 17

18 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers APPENDIX 2: EXAMPLE OF WORKING TOGETHER AGREEMENT Text in italics provides guidance and should be removed or replaced in the final document. Shaded text or boxes should be replaced with appropriate information. INTRODUCTION The purpose of this working together agreement is to ensure committee members have a common understanding about how the pay and employment equity review committee (the committee) will operate. It is the aim of this agreement to assist to create an environment where open, robust interactions lead to the development of a useful review report that identifies opportunities to progress gender equity. This working together agreement: identifies the principles by which committee members will operate identifies processes for working together and dealing with issues that arise identifies particular obligations in relation to working together. PRINCIPLES/WAYS OF WORKING Taking responsibility Content raising issues you would like to be discussed. Process raising any concerns about the way the committee is working. Individuals are responsible for identifying any conflict of interest that arises, and the committee decides how to resolve it where appropriate. Giving early warning of potential concerns, in advance of more substantive comment, even if general and unspecified. Honesty and courage to fulfil the taking responsibility requirements. Shared commitment Commitment to participate in and agree decisions about information that will be presented to you at every stage of the review process. Communication between committee members Being open, respectful, non-judgemental. Keep confidentiality to build trust in sharing frank opinions. There are no dumb questions/perceptions/issues. Respect One person speaks at a time. Listen to understand. Talk to the issue not the person. Shared voice, encourage and give space for all committee members to have the opportunity to share their thoughts. Valuing the diversity of committee members We bring a range of perspectives of diversity and wish to acknowledge and utilise the skills, experiences and knowledge of each participant. We are here as committee members, not representing our positions within an organisation. 18

19 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Confidentiality Integrity of the process, its outcomes and the work of the committee is important to all members and ORGANISATION NAME. This requires confidentiality in the following ways: Protecting individuals from having personal information disclosed. Where there is a risk that individuals can be identified, the project manager, HR manager, and project sponsor mayl see the raw data, and committee members will see aggregated data. Not disclosing committee information, data or discussions to non-committee members unless the committee specifically agrees to do so as part of the communications plan. Information-sharing Committee members will share (and be encouraged to share) information on pay and employment equity matters throughout the review process. There will be no secrets, secondguessing of who needs to see what and no partial or selective disclosure of information, except in relation to salary or where a specific individual s confidential information or data would be identifiable (see above). Any information received will be treated with respect, and appropriate security and confidentiality will be maintained. Good faith Committee members will be active and constructive in establishing and maintaining a productive relationship in which they are among other things, responsive, open and communicative. Meetings A commitment to attend meetings. Members will arrive on time. Wherever possible, information will be distributed to committee members 4 5 days prior to a meeting. Members will prepare for the meetings by reading materials and drafting questions and comments before the meeting. Decision-making The overarching principle is that decisions should be made by consensus wherever possible. If the project manager considers the decision to be significant, they will ask each committee member for a view. Members recognise that there will not always be agreement on all issues at all times. When disagreements occur, committee members will work together to identify the reasons for the disagreement and to identify what can be done to achieve agreement. External advice or further information may be sought to assist the committee to reach an agreement. Where agreement is not possible by consensus, a majority vote will decide..in this instance the basis of the disagreement and divergent views will be faithfully recorded in minutes and if the issue is significant, in the Pay and Employment Equity Review Report. If significant decisions are required between meetings, all committee members will be consulted by , with a deadline for response in the subject line. 19

20 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Sharing of work All members of the committee will share the workload and will undertake duties as agreed by the committee or allocated by the project manager, to complete the review process cooperatively and effectively. ROLES AND RESPONSIBILITIES ROLES RESPONSIBILITIES Sponsor Support project manager. Locate review in broader work of your organisation context and potential intersections. Assist with capability development re gender equity. Provide primary day-to-day support. Help keep review on task. Future focus on implementation of strategic plan. Keep abreast of issues identified by pay and employment equity review committee. Ensure recommended actions are workable and identify where they could align with other projects Coordinate implementation of the strategic plan. Could be the sponsor s role: Ensure resourcing is available for pay and employment equity review. Undertake troubleshooting (e.g. release time for committee members). Identify risks associated with the review. Liaise with senior management. May or may not be on committee. Provide liaison between project manager and the senior management team. Project manager Project management: Plan the review. Carry out preparation. Coordinate the review process. Facilitate discussion at committee meetings. Make the review happen. Keep review to time and in scope. Develop the draft review report. Ensure the communication plan is implemented. People management: Work with committee members. Work with other staff supporting the pay and employment equity review. Liaise with key stakeholders senior management, staff. Manage relationships. Liaise with outside organisations who can support the process and provide additional information. 20

21 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Information management: Coordinate and organise the collection of information including the staff survey and data analysis. Make the information accessible to the committee. Coordinate ongoing communications with staff. Coordinate the investigation of possible response strategies. Documentation of the review: Populate the Pay and Employment Equity Review Report Template. Draft executive summary/case study. Could be the project manager s role: Note-taker. Committee member. Undertake investigation of issues. Undertake consultation. Undertake investigation of possible responses. Not the project manager s role: Do it all. Draw the conclusions. Decide on the recommendations. Committee members Agree to a communications plan and working together agreement. Examine the data analysis from a range of perspectives and identify significant gender differences and concerns and possible causes of inequity. Assess whether those differences are justified. Decide on opportunities to progress pay and employment equity, prioritise areas and determine appropriate responses to progress equity. Decide on a strategy to address the inequities. Your organisation s HR manager Facilitate use of HR information. Provide professional HR expertise and support. Enable access to information by the project manager. Provide technical support resources and skills to run data analysis and the survey. Provide input to the pay and employment equity review committee as necessary. Assist with the promotion, distribution and collection of the staff survey and follow-up surveys. Your organisation s communications advisor Provide professional expertise and advice to assist the delivery of effective internal communications. Responsible for external communications in relation to the pay and employment equity review (informed by the pay and employment equity review committee and the pay and employment equity review internal communications plan). 21

22 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers SPECIFIC COMMITTEE DECISIONS Decisions about communications/information to be released will be made at the end of each committee meeting How meetings will run Frequency: Generally, meetings will be held every X weeks. Timing: Meetings dates: 1. dd/mm/yyy 2. dd/mm/yyy 3. dd/mm/yyy Meetings will be held between HH.MM and HH.MM. Venue: To be advised prior to each meeting. To facilitate the meeting: Project manager or shared between committee members. Note-taking: A nominated member of the review committee. Name Role Contact details Project manager Union representative Committee member Committee member Union representative Project sponsor Committee member Committee member 22

23 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers APPENDIX 3: EXAMPLE REVIEW COMMITTEE S EVALUATION SURVEY Text in italics provides guidance and should be removed or replaced in the final document. Shaded text or boxes should be replaced with appropriate information. PAY AND EMPLOYMENT EQUITY REVIEW COMMITTEE S EVALUATION This survey is part of the review committee s evaluation of pay and employment equity in ORGANISATION NAME. It is only open to the NUMBER members of the review committee. Please complete the survey by close of business on dd/mm/yy. Preparation Please rate your response to the following from 1 (very poor) to 10 (excellent) or tick the no opinion column if you have no opinion. 1. My understanding of pay and employment equity and the purpose of the review. RATING 1 to 10 NO OPINION 2. Please provide any comments you have on the preparation for the review. Communications and staff engagement Please rate your response to the following from 1 (very poor) to 10 (excellent) or tick the no opinion column if you have no opinion. 3. The quality and content of the staff newsletters and general communications. 4. The level of engagement of staff in the review. Percentage of staff response for: Staff survey % Feedback survey 1 % Feedback survey 2 % RATING 1 to 10 NO OPINION 5. Please provide any comments you have on communications and staff engagement. 23

24 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers Review committee Please tick the column that applies. TOO INFREQUENT TOO FREQUENT ABOUT RIGHT 6. The frequency (fortnightly) of review committee meetings. Please tick the column that applies. TOO LONG TOO SHORT 7. The duration of review committee meetings (4-5 hours). ABOUT RIGHT Please rate your response to the following from 1 (very poor) to 10 (excellent) or tick the no opinion column if you have no opinion. 8. The participation of the review committee. RATING 1 to 10 NO OPINION 9. Please provide any comments you have on the functioning of the review committee. The process Please rate your response to the following from 1 (very poor) to 10 (excellent) or tick the no opinion column if you have no opinion. 10. The four step process for the review. 11. The tools and support documentation provided for the review. RATING 1 to 10 NO OPINION 12. Please provide any comments you have on the review process. Project management Please rate your response to the following from 1 (very poor) to 10 (excellent) or tick the no opinion column if you have no opinion. 13. The data analysis and presentation by the project manager. 14. The papers prepared by the project manager for the review committee. 15. The facilitation of review committee meetings by the project manager. RATING 1 to 10 NO OPINION 16. Please provide any comments you have on the project management. 24

25 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Organisational support Please rate your response to the following from 1 (very poor) to 10 (excellent) or tick the no opinion column if you have no opinion. 17. The level of commitment demonstrated by the chief executive for the project. 18. The level of support demonstrated by other managers/supervisors for the project. 19. The level of support demonstrated by other staff for the project. RATING 1 to 10 NO OPINION 20. Please comment on the support demonstrated by staff for the project. Outcomes Please rate your response to the following from 1 (not confident) to 10 (very confident) or tick the no opinion column if you have no opinion. 21. The review has identified the key gender equity issues within ORGANISATION NAME. 22. The proposed responses/recommendations will improve gender equity within ORGANISATION NAME if implemented. 23. Staff morale will improve if the responses/recommendations are implemented. RATING 1 to 10 NO OPINION 24. Do you have any final comments on the review as a whole? 25

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29 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers APPENDIX 4: SUMMARY TABLE 1 GENDER PROFILE This summary sets out the key gender differences that require explanation and justification, in preparation for Step 2. This summary also includes any changes made in the light of comments made by staff from the first feedback survey. Key differences Answers Follow up questions to decide if difference is explainable and justified (Step 2) REWARDS What is the overall ratio of women s remuneration to men s? Distribution of earnings by sex a. What are the average earnings in the maledominated jobs (60% or more are men) and female-dominated jobs (70% or more are women)? Is there a difference in the proportion of men and women in the highest paid and lowest paid positions? Have all job evaluation systems been checked to ensure they are gender-neutral Are market rates paid for some jobs? Which ones? How are these calculated? Are market rates applied in a similar manner to maledominated and femaledominated jobs? Answer What is the relationship between qualifications and pay in the organisation? Are there any gender differences in pay in roles that have been evaluated as being of equivalent size? Who is paid shift work allowances (by gender)? How much are they paid (by gender)? Who is paid shift work allowances (by gender)? How much are they paid (by gender)? Is remuneration and job size consistent? Do female dominated jobs have the same number of steps on the pay scale as male-dominated jobs? 29

30 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers b. What are the male/female earnings gaps in the occupations where the jobs are held mainly by one sex and there are a small number of jobholders of the other sex? Average annual remuneration FTE by job classification by sex a. In which occupations are there differences in female/male earnings? Is there any clustering of men or women at the bottom or top of pay scales? If yes, how can this be explained? Are women more likely to be appointed to lower paid positions? If market rates are paid to address skills shortages, is the validity of these rates regularly reviewed? b. Which occupations have the biggest male/female earnings gaps? Average hourly rate by job classification by sex a. In which occupations are there differences in female/male earnings? b. Which occupations have the biggest male/female earnings gaps? Performance pay by sex a. Of those who receive bonuses, premium or performance pay what proportion is women? And men? Do men progress more rapidly than women through pay scales? b. Of those not receiving bonuses premium or performance pay, what proportion are women? And men? Are the occupations dominated by women and those dominated by men and mixed occupations equally eligible for bonuses, premiums or performance pay? 30

31 c. How does that compare to overall workforce share of women? And men? Pay and Employment Equity Review Process Guide for HR Managers and Project Managers d. What proportion of remuneration for men, for women, and for all employees is made up of the various components of remuneration? e. What are the differences between men s and women s average amounts of each component of remuneration? What proportions of men and women receive bonuses, premiums or performance pay? f. Are there differences in the amounts of performance bonus paid to women and men? Employees responses regarding criteria used in setting performance pay Summarise responses to pay and employment equity review survey question 4. Starting rates by job classification by sex a. Are there differences within occupations in starting rates for men and women? b. Which occupations show the largest differences between men and women in starting rates? Do managers and appointment committees receive guidance on setting equitable starting rates? What is the average difference in the pay increases of women and men when they move to a more senior position? 31

32 Pay and Employment Equity eview Process Guide for HR Managers and Project Managers c. What are the starting rate differences in male-dominated occupations? Femaledominated occupations? Overall? Was starting pay seen as reflecting skills and experience? What proportion of men and women had negotiated their starting pay? men agreed that their starting salary accurately reflected their skills, qualifications and experience. men responding to the staff survey had negotiated their starting salary. Job size by FTE remuneration by sex a. What is the relationship between job points and remuneration for women? For men? Overall? b. Are the maledominated and femaledominated positions with the same ANZSCO skill levels remunerated at the same level? If not, why not? c. Of the jobs that fall significantly outside the pay lines, which are held by men? And women? 32

33 Pay and Employment Equity Review Process Guide for HR Managers and Project Managers Employees in redcircled or market-rated jobs by sex What proportion of employees whose jobs are paid outside their measured job size (either because of pay protection or market loadings) are women and men? What proportion of men and women received higher duties allowances? Participation in employer-assisted savings and superannuation schemes Men s and women s access to other rewards and allowances Summarise question 7 of pay and employment equity review survey. men received special responsibilities/high er duties allowances in the past 12 months. men were participating in employer-assisted superannuation schemes, including Kiwi Saver. 3 men received other rewards (state what they were, with gender breakdowns) for example, free car parking, private use of vehicle Which occupations are entitled to a superannuation subsidy? Do higher earnings receive a higher subsidy? Is entitlement to other rewards linked to occupational groups (for example, management) and are these groups male dominated? 3 Users may also wish to analyse the relationships, for men and women, between superannuation payments, higher/extra duties allowances, other benefits and occupations. The PEEAT does not provide those charts. 33