JOINT JOB EVALUATION SYSTEM AND PAY EQUITY MAINTENANCE PLAN

WILFRID LAURIER UNIVERSITY (WLU) & WILFRID LAURIER UNIVERSITY STAFF ASSOCIATION (WLUSA) JOINT JOB EVALUATION SYSTEM AND PAY EQUITY MAINTENANCE PLAN MAY 2, 2005 draft I JUNE 7, 2005 -- draft II JUNE 28, 2005 draft III SEPTEMBER 29, 2005-draft IV NOVEMBER 2005 draft V FEBRUARY 13, 2006 draft VI MARCH 24, 2006 FINAL May 1, 2008 REVISED July 1, 2008 REVISED

TABLE OF CONTENTS 1) Maintaining the Joint Job Evaluation Process and Pay Equity 2) Roles and Responsibilities i. Joint Job Evaluation Committee (JJEC) ii. Joint Job Evaluation/Pay Equity Steering Committee (JJEPEC) iii. Director Total Compensation, Human Resources 3) Job Evaluation Process -- Evaluation of New Jobs 4) Job Evaluation Process -- Re-Evaluation of Existing jobs 5) Job Evaluation Process Reconsideration of Evaluation Results 6) Job Evaluation Process Updating of Job Analysis Information and Maintaining Pay Equity 7) Appendices A. WLU/WLUSA Job Evaluation Plan (March 31, 2004) B. WLU/WLUSA Job Analysis Questionnaire (November 21, 2001) C. Weighting Model D. Conversion Chart: Points to Salary Grade E. Job Class Scoring Notes Form F. Job Description Template G. Request for Reconsideration of Evaluation Results Form H. Request for Re-evaluation of an Existing Job Form I. JJEPEC Annual Audit Checklist (TBD) J. Confirmation of Job Analysis Information (TBD)

1. MAINTAINING THE JOINT JOB EVALUATION PROCESS AND PAY EQUITY Under the Pay Equity Act, the employer has the responsibility to maintain compensation practices that provide for pay equity. The University and Wilfrid Laurier University Staff Association (WLUSA) agree that maintenance of the Joint Job Evaluation and Pay Equity System will be accomplished by the following: i) Ongoing fair and equitable application of the Job Evaluation Plan (revised March 31, 2004); ii) Maintaining joint ownership of the Job Evaluation Process; iii) Ensuring open access to the Job Evaluation Process; iv) Ensuring that all changes proposed for WLUSA salary administration, job evaluation and job posting are assessed as to their impact on pay equity (i.e., modification to salary grids, salary bands, definitions and weighting model) to ensure that wage gaps between male and female job classes are not re-opened or new ones created. v) Conducting periodic audits of the Job Evaluation Process vi) Confirming that the job analysis questionnaire for each job class is current once every three years. 2. ROLES AND RESPONSIBILITIES The following outlines the purpose, composition, roles and responsibilities, terms of reference/operating procedures for committees and positions which are significant in the effective maintenance of the Job Evaluation and Pay Equity System. i) Joint Job Evaluation Committee (JJEC) ii) Joint Job Evaluation/Pay Equity Steering Committee (JJEPEC) iii) Director Total Compensation, Human Resources i. Joint Job Evaluation Committee (JJEC) JJEC Purpose/Mandate To evaluate jobs in a fair and consistent manner using the Joint Job Evaluation System, providing a systematic, gender-neutral means to determine the relative relationship among jobs in the WLUSA bargaining unit. JJEC Committee Membership The Joint Job Evaluation Committee (JJEC) is comprised of six (6) members, three (3) WLUSA representatives and three (3) management representatives. WLUSA members are selected by the WLUSA executive and Management representatives are selected by the Vice President, Finance and Administration from departments in which WLUSA members are employed. A quorum exists when two (2) WLUSA committee members and two (2) management committee members are in attendance. The JJEC should represent the diversity of members, departments and work performed by WLUSA members in the university. Page 1

WLUSA members and managers selected for the JJEC will generally serve on the committee for a maximum of three (3) years. A committee member may resign from the JJEC. Every effort should be given to provide sufficient notice in writing to the constituency he/she represents. Any representative may be removed from the committee by joint decision of the V.P. Finance and Administration and WLUSA President, should it be demonstrated the individual has not exercised their responsibilities consistent with committee operating procedures/terms of reference listed below. The University and WLUSA will be responsible for ensuring the transition of committee members and will work in conjunction with the JJEPEC to provide training to maintain ongoing job evaluation expertise. JJEC Operating Procedures/Terms of Reference Committee meetings will take place during normal business hours. Committee members will be provided adequate time to prepare and participate in the evaluation process. All committee members will receive training to fulfill their roles and as part of training, will also be provided a period to observe the more senior committee members at work. The committee reaches its decisions by consensus and not by majority vote. If consensus cannot be achieved within a reasonable amount of time, the matter will be referred to the JJEPEC. Committee members are subject to conflict of interest and must not participate in the evaluation/re-evaluation of their own jobs, jobs in their job class and/or jobs in their own department. Committee members may choose to declare a conflict of interest for personal reasons and not participate in the evaluation of a particular job/job class. To facilitate decision making, the committee members will receive all required information about each job being submitted for evaluation/re-evaluation at least five working days prior to a committee meeting taking place. Prior to a JJEC meeting, committee members will independently review each Job Analysis Questionnaire (appendix B) and be prepared to recommend/discuss factor scoring, job class and job title for each new or existing job coming before the committee. While it is anticipated most evaluation work can be completed on the basis of the submission, the committee or a committee member may request through the Director, Total Compensation, written clarification of information from the incumbent or manager to which the job reports. Jobs for which information is not received on time will be deferred to the next committee meeting. Page 2

The committee or a committee member may request, through the Director, Total Compensation, that the incumbent and manager attend the committee meeting to answer questions about the submission. Such requests must be made at least five (5) days prior to the meeting and depending on the availability of the incumbent and manager may require rescheduling of the evaluation for that job. As a consequence of their deliberations, the JJEC may request the committee attend the work place in order to observe the work described in the Job Analysis Questionnaire. This will result in deferring a decision on the submission until a future meeting. Such requests should be made at least five (5) days in advance of the meeting and the arrangements will made by the Director, Total Compensation. The committee will evaluate the job based on the information provided to the JJEC. The committee will also conduct a sorethumbing process whereby the evaluation results are compared to other jobs in the bargaining unit to ensure internal equity Note: If, through the evaluation/re-evaluation process, the committee is made aware of changes that impact jobs other than the one submitted, the committee may contact the respective manager(s) and incumbent(s) to determine if a re-evaluation is required. Once the committee has considered all information and has reached consensus on the ranking of each job factor, a Job Class Scoring Notes form will be completed detailing the factor scores and rationale for each score. The Director, Total Compensation will prepare a written response (Results Package) on behalf of the JJEC to communicate the results to the incumbent/multiple incumbent job class, manager, Human Resources and WLUSA. The Results Package includes: - Copy of the Job Analysis Questionnaire - Job Class Scoring Notes (factor scores, rationale, overall points, job grade and job title.) - Resulting salary implications, if any - Information on the Reconsideration Process Human Resources will maintain a current database of all results and documentation (JAQ and Scoring Notes) which will be subject to periodic audit by the JJEPEC. Human Resources will provide to the committee, on an ongoing basis, an up-to-date list of current job evaluation results. Page 3

ii) Joint Job Evaluation and Pay Equity Steering Committee (JJEPEC) Purpose/Mandate To oversee the effective maintenance of the WLUSA Job Evaluation and Pay Equity system ensuring the process is administered in a fair and equitable manner in accordance with the WLUSA/WLU Job Evaluation Plan and Pay Equity Act. The JJEPEC evaluates all Requests for Reconsideration and provides evaluation decisions where consensus cannot be reached by the JJEC. The co-chairs of the JJEPEC (or designates) evaluate and assign interim grades to all new jobs. Committee Membership The Joint Job Evaluation and Pay Equity Committee (JJEPEC) is comprised of four (4) members: two (2) management and two (2) WLUSA. One (1) management and one (1) WLUSA member will be selected as co-chairs of the committee. WLUSA committee members and co-chair are appointed by the WLUSA President and Management committee members and co-chair by the Vice President, Finance and Administration. Members of the JJEPEC generally serve for 5 year terms. A quorum exists when one (1) WLUSA member and one (1) management member are in attendance, however every effort should be made to have all members attend meetings. The interim evaluation of new jobs only require the attendance of the two (2) co-chairs or their designates. A committee member may resign from the JJEPEC. Every effort should be given to provide sufficient notice in writing to the constituency he/she represents. Any representative may be removed from the committee by joint decision of the V.P. Finance and Administration and WLUSA President, should it be demonstrated the individual has not exercised their responsibilities consistent with guidelines included in this document. The University and WLUSA will be responsible for ensuring the transition of committee members and will work in conjunction with the JJEPEC to provide training to maintain ongoing evaluation expertise. Operating Procedures/Terms of Reference The committee reaches its decisions by consensus and not majority vote. Committee members are subject to conflict of interest and must not participate in the evaluation/re-consideration of their own jobs, jobs in their job class and/or jobs in their own department. Committee members may choose to declare a conflict of interest for personal reasons and not participate in the evaluation/re-consideration of a particular job/job class. Page 4

To facilitate decision making, the committee members will receive all required information about each job being submitted for evaluation/re-consideration at least five working days prior to a committee meeting taking place. The committee or a committee member may request, through the Director, Total Compensation, that the incumbent and manager attend the committee meeting to answer questions about the submission. Such requests must be made at least five (5) days prior to the meeting and depending on the availability of the incumbent and manager may require rescheduling of the reconsideration/evaluation for that job. As a consequence of their deliberations, the JJEPEC may request the committee attend the work place in order to observe the work described in the Job Analysis Questionnaire. This will result in deferring a decision on the submission until a future meeting. Such requests should be made at least five (5) days in advance of the meeting and the arrangements will made by the Director, Total Compensation. On an annual basis the JJEPEC will review/audit the results of the Job Evaluation process to ensure it has been fairly and equitably administered and that pay equity has been maintained subject to agreed upon checks. The JJEPEC will then make any necessary recommendations to improve the Job Evaluation process to the Vice President, Finance and Administration and WLUSA Executive. On an annual basis, the JJEPEC will work with the Director, Total Compensation to ensure that one-third of all job classes in the bargaining unit are reviewed and updated as required. iii) Director, Total Compensation, Human Resources Accountabilities Manages the Job Evaluation, Pay Equity process as per the Maintenance Plan and collective agreement and implements improvements to the Job Evaluation process as recommended by the JJEPEC. Supports the activities of and acts as a resource for the JJEC and JJEPEC and attends JJEC committee meetings as a resource person. Makes recommendations to the JJEPEC for their consideration for improvements to the job evaluation and pay equity process. Serves as a resource to employees and managers wishing to access the Job Evaluation Process. Receives all requests for evaluation, re-evaluation and reconsideration and reviews request information to ensure accuracy, completeness and compliance with request submission guidelines prior to submitting to JJEC and/or JJEPEC for evaluation. Communicates all Job Evaluation Results to incumbent and manager and gathers additional job information as required by the committee in the job evaluation process. Page 5

Co-ordinates meeting dates and times for committee, ensuring quorum. Co-ordinates and assists with the facilitation of training for committee members. Ensures that the Job Evaluation process and Pay Equity are reflected in HR internal processes and procedures such as job postings. Develops and maintains internal Human Resources systems and processes to support the Job Evaluation process and maintains all records and information for Job Evaluation and Pay Equity. On an annual basis, works with the JJEPEC to ensure that one-third of all job classes in the bargaining unit are reviewed and updated as required. Serves as a resource to those conducting periodic audits. 3.WLU/WLUSA JOB EVALUATION PROCESS - NEW JOBS The following outlines the process for the creation and evaluation of new jobs in the WLUSA bargaining unit based on the Job Evaluation Plan (appendix A), Weighting Model (appendix C), Conversion Chart (appendix D) and Job Description Template (Appendix F) Procedure 1. When a new job is created, the manager, assisted by a Human Resource, prepares a detailed Job Description as per the Job Description Template (appendix F) 2. To facilitate the recruitment process, the co-chairs of the JJEPEC (or their designates from the JJEC) will review the job description and assign interim factor scores, grade level, and title. In reaching their decision, the co-chairs may request further information and/or clarification of information in the job description through the Director, Total Compensation. 3. The interim results are conveyed to the manager by Human Resources and the job is posted. 4. After the position has been filled and occupied by the same incumbent for a period of 6 months (grades 1-7) and 9 months (grades 8 and above) the incumbent will be required to complete a Job Analysis Questionnaire. The manager must review and sign the completed questionnaire and provide manager s comments in the space provided. 5. Two (2) copies of the completed questionnaire are submitted to Human Resources. Signatures of the incumbent and the manager are required to indicate they agree the submission is accurate and complete. Page 6

6. The Director, Total Compensation will review the JAQ to ensure it is complete and meets the standards for submission and will submit it to the JJEC for evaluation on the next scheduled meeting date. 7. The JJEC reaches consensus on the factor level scores for each of the eleven (11) factors in the Job Evaluation Plan and a final Job Class Scoring Notes form (appendix E) is completed. 8. The JJEC also reviews the job title submitted on the JAQ and may change the title or determine the job to be part of an existing job class to ensure consistency throughout the bargaining unit. 9. The JJEC applies the Weighting Model and Conversion Chart to determine points and corresponding job grade. If the interim job grade and the final job grade are the same, no action is required. If the final job grade is higher than the interim job grade, the incumbent will move to the higher grade while maintaining the same step level. Salary changes will be retroactive to the incumbent s start date in the new job. If a job increases 2 grades or more from the interim evaluation, the evaluation results will be reviewed by the Steering Committee to ensure accuracy prior to finalizing the total points and job grade. If the final job grade is lower than the interim job grade, the current incumbent maintains their current hourly rate and future progression through the salary grid will be based on the interim job grade. It is essential that such provisions be documented in the incumbent s Human Resources file. If a job decreases by 2 grades or more from the interim evaluation, the evaluation results will be reviewed by the Steering Committee to ensure accuracy prior to finalizing the total points and job grade. Any future incumbents will be hired and paid based on the final job grade and the interim grade will not longer apply. It is imperative that the job itself be recorded as per the final job grade for the purposes of periodic audits, maintaining pay equity, and future recruitment. 10. Human Resources updates the Job Evaluation database and HRIS to reflect the final factor scores, points, job grade and job title, job class and gender predominance. 11. All JAQs and Job Class Scoring Notes are filed and retained in an accessible manner by Human Resources for committee reference and audit purposes. 12. The Director, Total Compensation prepares the Results Package, advising the manager and incumbent of the evaluation results in writing including any change in grade level and any corresponding salary implications within two (2) weeks of evaluation. Included in the results package are guidelines and forms to access the reconsideration process. Page 7

13. The final evaluation results may be made the subject of a Reconsideration Request (appendix G), by the incumbent, manager or members of the multiple incumbent job class, within fourteen (14) calendar days of receiving the Results Package. 4.WLU/WLUSA Job Evaluation Process Re-evaluation of Existing Jobs Guidelines for Requesting Re-evaluation of an Existing Job Jobs often change over time in response to the changing needs of the department and the university. Sometimes these changes impact the job (or job class) so significantly that the initial evaluation no longer reflects the value of the job and a formal re-evaluation is required. Before requesting re-evaluation, please consider the following: A request for re-evaluation should be submitted when there is a significant change in the duties and responsibilities of the job since it was last evaluated so that some or all of the 11 job evaluation factors have been impacted. Jobs are evaluated based on the nature and scope of the work, not the volume of the work performed. The decision to submit a job for re-evaluation is an important one in that the ranking could go up or down depending on how the changes impact each factor score and the overall value of the job. A new incumbent in an exiting job is not a reason for requesting reevaluation. The job itself must change, not just the incumbent. Procedure for Requesting Re-Evaluation of an Existing Job The following outlines the process whereby an incumbent and/or manager may submit a Request for Re-evaluation using the Request to Re-evaluate an Existing Job form (appendix H) and the Job Analysis Questionnaire (JAQ) (Appendix B) 1. Using the Request to Re-evaluate an Existing Job form (appendix H) and the JAQ, an incumbent or manager may initiate a request for re-evaluation based on significant changes that have taken place in the accountabilities of the job since it was last evaluated. 2. Requests for Re-Evaluation must be submitted in a timely manner when the changes to the job become effective. Any change in grade resulting from a reevaluation request will become effective the date the completed request information is received in Human Resources. 3. The incumbent completes the Request for Re-Evaluation Form and a new/updated JAQ reflecting the changes that have occurred in the job. Rather than re-writing the entire JAQ, it is acceptable for the incumbent to submit parts of the original JAQ that still accurately reflect the job. 4. The manager reviews and signs the request form indicating his/her agreement with the re-evaluation request. The manager reviews, signs, and completes the comments section of the JAQ form indicating his/her agreement with the content. Page 8

Note: It is not the role of the JJEC or JJEPEC to resolve disagreements between managers and employees regarding the content of a job and whether the job warrants re-evaluation. Should the employee and manager be unable to come to an agreement through discussion, the parties should contact Human Resources for guidance. If agreement is still not achieved, the parties have the ability to access the grievance process for a resolution as per Article 17 of the Collective Agreement. 5. If the job is one of a multiple incumbent job class, the request must indicate whether the changes impact the entire class or whether it is being recommended that the job be separated from the job class as a result of the changes. Should the changes impact the entire job class, the signatures of all incumbents in the class and their respective managers must be on the request form and the JAQ indicating they are aware of the proposed changes. 6. The completed request form and two (2) copies of the JAQ are submitted to Human Resources. The incumbent(s) and manager will receive an email verifying receipt of the Request for Re-evaluation. 7. The Director, Total Compensation will review the information to ensure it is complete and meets the standards for submission and will submit it to the JJEC for evaluation on the next scheduled meeting date. 8. The JJEC will evaluate the job based on the Request for Re-Evaluation Form and the new/updated JAQ and will refer to the original JAQ and Scoring Notes to verify the proposed changes. 9. The JJEC reaches consensus on the factor level scores for each of the eleven (11) factors in the Job Evaluation Plan and a final Job Class Scoring Notes form (appendix E) is completed. 10. The JJEC applies the Weighting Model and Conversion Chart to determine points and the corresponding job grade. If there is no change to the job grade as a result of re-evaluation no action is required. If the job grade is higher than the original job grade, the incumbent will move to the higher grade while maintaining the same step level. Salary changes will be retroactive to the date the completed reevaluation request and JAQ are received in Human Resources. If a job increases 2 grades or more from the original evaluation, the reevaluation results will be reviewed by the Steering Committee to ensure accuracy prior to finalizing the total points and job grade. If the job grade is lower than the original job grade, the current incumbent(s) will maintain his/her current hourly rate of pay until his/her next anniversary date, when he/she will advance to the next step on the new band. If a job decreases by 2 grades or more from the interim evaluation, the evaluation results will be reviewed by the Steering Committee to ensure accuracy prior to finalizing the total points and job grade. 11. The re-evaluation may result in the job being removed from its current multiple incumbent job class to become a single job class OR being assigned to another multiple incumbent job class by the JJEC. Page 9

12. Should the job remain in the current multiple incumbent job class, the changes in factor scores, points, and job grade arising from the re-evaluation will apply to all jobs and current incumbents in the job class. 13. The Director, Total Compensation communicates the re-evaluation results in writing to the manager and incumbent including any change in grade level and any corresponding salary implications within two (2) weeks of the reevaluation. Included in the results package are guidelines and forms to access the reconsideration process. 14. The re-evaluation results may be made the subject of a Reconsideration Request (appendix G), by the incumbent(s) or manager(s) within fourteen (14) calendar days of receiving the re-evaluation results. 15. Human Resources updates the Job Evaluation Database and HRIS to reflect any changes in factor scores, points, job grade, job title, job class as a result of the re-evaluation 16. The results of re-evaluations are subject to periodic audit by the JJEPEC. 5. WLU/WLUSA Job Evaluation Process- Reconsideration of Results Guidelines for Requesting Reconsideration of Evaluation Results To ensure a fair job evaluation process, incumbents and managers have the ability to request that the JJEPEC reconsider the evaluation of certain factor scores when the scores and rationale do not appear to fairly represent the information provided in the Job Analysis Questionnaire. The reconsideration process requires those submitting the request to provide specific information that demonstrates where the JJEC has erred in its ranking of the job. Employees and managers may request reconsideration of the evaluation within fourteen (14) calendar days of receiving the results. Reconsideration requests will be reviewed by members of the Joint Job Evaluation and Pay Equity Steering Committee (JJEPEC) who did not participate in the initial evaluation of the job. The decisions of the Reconsideration Committee are final. Procedure for Requesting Reconsideration of Evaluation Results 1. Incumbents and managers must review the eleven (11) factor scores and determine whether the scores fairly represent the job that is described in the Job Analysis Questionnaire. 2. If the incumbent(s) and/or manager have concerns with one or more of the factor scores, they should consult the WLUSA/WLU Job Evaluation Plan to determine which factor level descriptor would best match the information provided in the JAQ. Page 10

3. If it is determined after consulting the Job Evaluation Plan that the committee has erred in its ranking of one or more of the factor scores, the incumbent or manager may initiate a formal reconsideration using the Request for Reconsideration form (appendix G) within fourteen (14) calendar days of receiving the Results Package. 4. The incumbent and/or manager submitting a request must identify each factor in dispute, propose a new factor score they feel more accurately reflects the job, and provide sound rationale and specific examples to support the proposed change(s) in factor score(s). 5. The Reconsideration Request form must include the signature of the incumbent and the manager. If part of a multiple incumbent job class, such requests must be signed by at least two-thirds of the incumbents in the job class and their respective managers when the request is initiated by the incumbent or by all incumbents if the request is initiated by the manager. Any change in factor score(s) and job grade (up or down) is binding on all incumbents in the job class. Note: If, in the opinion of the JJEPEC, factors submitted for reconsideration have an impact on factors other than those submitted, the JJEPEC will contact the incumbent and manager to discuss this to ensure accuracy of all factors. 6. If a job has been placed in a multiple incumbent job class and the incumbent and/or manager disagree that the job belongs to that class, they may initiate a Reconsideration Request providing specific examples of differences between the factor scores of the multiple incumbent job class and the factor scores for the incumbent s job. 7. The Reconsideration Request will be reviewed by the JJEPEC who will carefully consider the information provided in support of the proposed factor change(s) as well as the original evaluation results by the JJEC. 8. Once all information has been thoroughly reviewed, the JJEPEC will reach consensus as to whether the JJEC erred in its ranking of some or all of the factors in dispute and will adjust the original factor score(s) accordingly. If the reconsideration results in a grade increase, the new grade and associated salary will be applied retroactively to the effective date of the original evaluation If the reconsideration results have no impact on the job grade then no action is required. If the reconsideration results in a grade decrease due to the new information presented (this would be rare), the current incumbent(s) will maintain their current hourly rate of pay until their next anniversary date, when they will advance to the next step on their new band if applicable. 9. The Director, Total Compensation communicates the reconsideration results in writing to the manager and incumbent(s) including any change in grade level and any corresponding salary implications within two (2) weeks of reconsideration by the JJEPEC. 10. All reconsideration results are final and no further reconsiderations can be requested. Page 11

11. Human Resources updates the Job Evaluation Database and HRIS to reflect any changes in factor scores, points, job grade, job title, job class. 12. The results of reconsiderations are subject to periodic audit by the JJEPEC. 6. Job Evaluation Process - Maintaining Pay Equity and Job Evaluation Information A critical and often overlooked aspect of maintaining Pay Equity is ensuring the ongoing completeness and accuracy of job information. The following ensures the information used to evaluate jobs is accurate and up-to-date and that associated processes such as recruitment/job posting support the Job Evaluation Plan. Procedure for Maintaining Job Evaluation and Pay Equity 1. On an annual basis in June, the Director, Total Compensation will prepare a Job Evaluation Activity Report for the JJEPEC detailing all the jobs and job classes that have been evaluated/re-evaluated during the course of the past contract year. The Director, Total Compensation will also provide the JJEPEC an up-to-date listing of all job evaluation results including the last evaluation date for each job. 2. The JJEPEC will determine what proportion of the bargaining unit job classes have been evaluated and have current Job Analysis Questionnaires on file. 3. Should the proportion be less than one-third of the job classes in the bargaining unit, the JJEPEC will determine which job classes need to be reviewed for currency. The goal is to ensure the job evaluation information for each job class is reviewed at least once every three years. 4. The JJEPEC will provide the Director, Total Compensation with a list of job classes that require review. The Director, Total Compensation will distribute a Confirmation of Job Analysis Information (appendix J) to the incumbents of these job classes. The Confirmation of Job Analysis Information must be completed by the incumbent and signed by the manager. In the case of a multiple incumbent job class, signatures from all incumbents and their respective managers are required. 5. In a situation where the response confirms the current job analysis information is not accurate/up-to-date, the Director, Total Compensation will initiate the Request for Re-evaluation of an Existing Job process. 6. If, in the process of the evaluation of a new or existing job, a possibility exists that one or more positions in the department are impacted in terms of their respective factor scores, the JJEC/JJEPEC may request a review of the positions in question. 7. The Director, Total Compensation will ensure a current database of Job Analysis Information, including gender predominance, is maintained for each job class as a reference for managers and Human Resources in the Page 12

recruitment and selection process. This information will also be reviewed by the JJEPEC on an annual basis to ensure the maintenance of Pay Equity. 8. The Director, Total Compensation will ensure that all Human Resources procedures, including job posting, support the procedures outlined in this document. Page 13