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

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Pay and Employment Equity

Review Process

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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.

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: www.mbie.govt.nz

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SEE COMMUNICATIONS GUIDE APPENDIX 10: EXAMPLE OF SUMMARY CASE STUDY ... 10

FOUR STEP REVIEW PROCESS (8 WEEKS) ... 10

Step 1 – Create a gender profile of the organisation and identify significant gender issues ... 10

Step 2 – Explain significant gender differences... 12

Step 3 – Plan for moving towards gender equity by addressing the issues identified, which includes a strategy for implementation, monitoring and evaluation ... 13

Step 4 – Describe and evaluate the review process ... 15

APPENDIX 1: ROLE DESCRIPTION – PROJECT MANAGER ... 16

APPENDIX 2: EXAMPLE OF WORKING TOGETHER AGREEMENT ... 18

APPENDIX 3: REVIEW COMMITTEE’S EVALUATION SURVEY ... 23

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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 - 200 hours (25 hours per week) Post review Part-time 1 week – 10 hours

Total 255 hours

Committee members

Total time 9 weeks

Review 4 committee meetings – 16 hours

Pre-meeting reading, staff engagement such as briefing teams – 8-10 hours Total 40 hours approximately

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Task 1 – Download pay and employment equity review resources

Who HR manager

Resources 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 HR manager

How 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 Communication staff and/or project manager

Message from chief executive and associated union(s) How Identify your audience(s).

Send communications out to all staff and possibly to governance bodies or boards.

Resources Intranet statement

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Task 4 – Release a media statement or article if appropriate

Who HR manager or project manager

Communications staff

Message from chief executive Union(s)

How 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. Resources Communications strategy guidelines

Task 5 –Organise a contract for project manager if appropriate

Who HR staff

How 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 Project manager

HR manager Review committee

How 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 HR manager/staff or project manager Resources PEEAT User Guide

Task 8 – Prepare HR data to run PEEAT or other analysis

Who HR staff and/or project manager

How Prepare HR data.

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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 Project manager or HR staff

How Use the PEEAT or other analysis method. Resources PEEAT Modules 3, 4 and 5

Task 10 – Summarise data analysis results

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 Send communication to staff in partnership with union(s) to encourage representation from different levels, occupations and union delegates. Resources Communications strategy guidelines

Task 12 – Develop communications strategy

Who For example

Project manager Chief executive Associated union(s) Review committee Communications staff

How 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

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Task 13 – Staff survey

Who Chief executive

Communications staff Project manager HR staff

Associated union(s) Managers/team leaders

How 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

How 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.

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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 www.mbie.govt.nz

Task 16 – Prepare review report

How 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

How 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.

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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.

Resources Pay and Employment Equity Review Report Template

Task 18 – Prepare the introduction for the review report

How 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.

Resources Pay and Employment Equity Review Report Template

Task 19 – Prepare for case study/executive summary

How Completed case studies can be used as a template for a case study or an executive summary for your own organisation

Resources 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 1st_{committee meeting}

1.1 Facilitate a discussion to agree to the project plan including timeframes, the working

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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 1st and 2nd 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 1.

1.11 Summarise gender differences as a result of the committee’s discussion using Summary Table 1 Gender Profile.

1.12 Gather further information if required.

1.13 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

non-gendered equity issues, distribute and collate the feedback survey results. The collated feedback survey 1 will be added as Appendix 3 to the review report.

1.14 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.

1.15 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.

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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 2nd_{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.

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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.

2.10 Send possible solutions to committee members using Table 3.1 Opportunities for progress and strategies for success and the collated feedback survey 2.

2.11 Update chief executive and project sponsor.

2.12 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

 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.

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Week 5

Project manager’s tasks

Facilitate 3rd_{committee meeting (half to full day depending on number of issues to consider)}

3.1 Facilitate a discussion on success indicators, complete Summary Table 3.3. 3.2 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.

3.10 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.

3.11 Summarise the review committee’s evaluation survey results and send to committee members before the final meeting and include in the review report Chapter 4.

3.12 Draft case study and send to the committee members 2 days before the meeting, incorporating quotes from the review committee’s evaluation survey.

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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

 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.

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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.

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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

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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.

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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, second-guessing 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 email, with a deadline for response in the subject line.

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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.

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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).

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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

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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.

RATING

1 to 10 OPINION NO

1. My understanding of pay and employment equity and the purpose of the review.

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.

RATING

1 to 10 OPINION NO

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 %

(24)

Review committee

Please tick the column that applies. TOO

INFREQUENT FREQUENT TOO ABOUT RIGHT

6. The frequency (fortnightly) of review committee meetings.

Please tick the column that applies. TOO LONG TOO SHORT ABOUT RIGHT

7. The duration of review committee meetings (4-5 hours).

RATING

1 to 10 OPINION NO

8. The participation of the review committee.

9. Please provide any comments you have on the functioning of the review committee.

The process

RATING

1 to 10 OPINION NO

10.The four step process for the review.

11.The tools and support documentation provided for the review. 12.Please provide any comments you have on the review process.

Project management

RATING

1 to 10 OPINION NO

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. 16.Please provide any comments you have on the project management.

(25)

Organisational support

RATING

1 to 10 OPINION NO

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. 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.

RATING

1 to 10 OPINION NO

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.

(26)

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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)

Answer

REWARDS

What is the overall ratio of women’s remuneration to men’s?

Is there a difference in the proportion of men and women in the highest paid and lowest paid positions?

Distribution of earnings by sex

a. What are the average earnings in the male-dominated jobs (60% or more are men) and female-dominated jobs (70% or more are women)?

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 male-dominated and female-dominated jobs?

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?

(30)

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?

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?

Average annual remuneration FTE 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?

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

(31)

compare to overall workforce share of women? And men?

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?

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?

b. Which occupations show the largest differences between men and women in starting rates?

(32)

c. What are the starting rate differences in male-dominated occupations? Female-dominated occupations? Overall?

Was starting pay seen as reflecting skills and experience?

X percent of women and y percent of men agreed that their starting salary accurately reflected their skills,

qualifications and experience. What proportion of men

and women had negotiated their starting pay?

X percent of women and y percent of 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

male-dominated and female-dominated 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?

(33)

circled 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? X percent of women and y percent of men received special responsibilities/high er duties allowances in the past 12 months. Participation in employer-assisted savings and superannuation schemes X percent of women and y percent of men were participating in employer-assisted superannuation schemes, including Kiwi Saver.3

Which occupations are entitled to a superannuation subsidy? Do higher earnings receive a higher subsidy?

Men’s and women’s access to other rewards and allowances

X percent of women and y percent of men received other rewards (state what they were, with gender

breakdowns) – for example, free car parking, private use of vehicle

Is entitlement to other rewards linked to occupational groups (for example, management) and are these groups male dominated?

Summarise question 7 of pay and employment equity review survey.

3 _{Users may also wish to analyse the relationships, for men and women, between superannuation payments,}

(34)

PARTICIPATION

Hours of work and job security

Distribution of hours by sex

a. Which bands of hours are male-dominated, or female-dominated?

What proportion of women work part time, what

proportion of men work part time?

b. What is the distribution of women across the bands? And men?

c. What is the difference in the proportion of women and men in each band from their overall workforce

share?

Percentage of women and men part-timers who would prefer longer hours

Summarise responses from pay and employment equity review survey question 31.

Are there enough supports for staff with caring responsibilities to enable them to work the hours they prefer?

Distribution of term of employment by sex

What is the distribution of women and men across the terms of employment?

What is the percentage of women employed permanent, casual and fixed term?

Distribution by job classification by sex

An occupation is female dominated if 70% of the staff are women and male dominated if 60% of staff are male.

What male-dominated jobs are there?

What female-dominated jobs are there?

What single sex jobs are there? What jobs are neither male-dominated nor female-dominated?

(35)

In which occupations is there a difference of 20% or more in women’s and men’s share of the occupation?

In what jobs held mainly by one sex are there small numbers of the other?

Distribution by level by sex

a. Which levels are male-dominated? Female-dominated?

Do similar proportions of women and men move to more senior positions in the

organisation?

b. How does the

proportion of women and men in each level differ from their overall workforce share? In the two top levels?

Are women and men represented in similar proportions in the ‘feeder’ group for senior management?

Distribution by grade by sex

a. Within each grade, what is the average job size overall and separately for men and women?

b. What are the

relationships between job size and

remuneration overall, for men and for women?

c. What is the distribution of women and men and the overall workforce across the grades?

d. For jobs of comparable size, are there

differences in average remuneration for women and men?

(36)

e. Do the grades, job sizes and remuneration overall, and for men and women, match what would be expected?

Perceptions of

opportunities for staff development

Summarise responses from question 10 of the pay and employment equity review survey.

X percent of women and y percent of men agreed or strongly agreed that they were provided with good opportunities for staff development. X percent of women and y percent of men disagreed or strongly disagreed with the statement.

Types of opportunities received, by gender

From the list of

development opportunities in question 11 of the staff survey, in the last 12 months, state whether women or men were proportionally more likely to have received each of these types of opportunities. Perceptions of fairness of allocation of opportunities Summarise responses from question 10 of the pay and employment equity review survey.

X percent of women and y percent of men surveyed agreed or strongly agreed that development opportunities were fairly allocated to men and women in the organisation.

Are women and men equally likely to access training and development opportunities? Are the types of training and development offered to women and men equally likely to lead to career development and advancement?

Service on committees and working groups, by gender

Summarise responses from question 12 of the pay and employment equity review survey.

X percent of women and y percent of men had served on projects,

committees and working groups in the past 12 months

(37)

training and development

Insert responses from pay and employment equity review survey question 13.

and y percent of men stated that nothing had hindered their access to training and development. Other employees may see no advantage in undergoing training or development. X percent of women and y percent of men stated that, as there were no progression opportunities in their current position, there was no point in undertaking staff development of training. X percent of women and y percent of men stated that their hours of work or lack of time made it too difficult to engage in staff development. X percent of women and y percent of men did not know, had not been informed about or had not been offered training and development

options and/or did not know how to request staff

development and/or had not discussed their training and development with the person to whom they reported.

(38)

Employees’ experiences of performance

appraisal Percentage of respondents who had had staff appraisals X percent of women and y percent of men had had a performance appraisal in the past 12 months.

Insert responses to pay and employment equity review survey question 14.

X percent of women and y percent of men had had a performance appraisal in the past 12 months.

Does the likelihood of having had a performance appraisal vary between occupational groups?

Confidence in the fairness of the performance

management system

Insert responses from pay and employment equity review survey question 16.

X percent of women and y percent of men believed that the performance management system is equally fair to both women and men.

Does this perception vary between occupational groups? Are there scores and ratings for performance appraisals? Does pay progression match performance rating scores for women and men?

Typical comments on performance

management system, by gender

Summarise women’s and men’s perceptions of ways in which the performance management system is or is not equally fair to women and men.

Insert a small sample of typical responses from employees’ written

comments to questions 15 and 17.

(39)

Opportunities for career progression Perceptions of career opportunities in the organisation Summarise responses to pay and employment equity review survey question 19.

and y percent of men agreed or strongly agreed that there were career opportunities for them within this organisation. X percent of women and y percent of men disagreed or strongly disagreed.

have flexible working arrangements?

What proportion of senior staff have significant caring

responsibilities?

Confidence in the

fairness of the selection process for more senior positions

X percent of women and y percent of men agreed or strongly agreed that the process of selection for more senior positions was equally fair to women and men. X percent of women and y percent of men disagreed or strongly disagreed.

Applications for more senior roles, by gender

X percent of women and y percent of men had applied for a more senior position in the past 12 months. X percent of women and y percent of men were not eligible to apply. Perceptions of manager

support for applications for a more senior

position

X percent of women and y percent of men stated that their reporting officer/manager had supported their application for a more senior position.

(40)

Proportions of men and women shortlisted for a more senior position

X percent of women and y percent of men stated that they had been shortlisted for a more senior position.

Successful applications for a more senior

position, by gender

X percent of women and y percent of men stated that they had been successful in their application for a more senior position.

Do women and men take similar lengths of time to be promoted?

Are there differences between women’s and men’s typical paths into senior

management? For example, are men (or women) more likely to have moved up from within the organisation?

Reasons given by employees who did not apply for a more senior position

Women and men who decided not to apply for a more senior position in the past 12 months gave a number of reasons for this. X percent of women and y percent of men were not confident that their skills and qualifications were sufficient to apply for a more senior position.

X percent of women and y percent of men stated that there was no position or no suitable position to which they could be promoted.

(41)

X percent of women and y percent of men stated that lack of encouragement from management was a barrier. X percent of women and y percent of men stated that the hours of work, lack of flexibility or the responsibilities in the more senior positions were greater than they wanted. X percent of women and y percent of men cited other commitments and/or family responsibilities as a barrier to applying for a more senior job.

Awareness of flexible work options

X percent of women and y percent of men who

participated in the survey were aware of the options for flexible working that were provided by the organisation.

Is there an occupational or level variance of awareness of flexible work options?

If so, is there a gender difference for these groups? What proportion of women and men currently have flexible work arrangements?

Belief in the adequacy of flexible work options

X percent of women and y percent of men agreed that the options for flexible working provided by the organisation were satisfactory.

What support and flexibility is currently available for women’s and men’s transition back to work after parental leave, study leave, and other leave?

(42)

Desired options for work flexibility

Women and men who replied ‘no’ to the above question were asked whether a number of options would provide them with the flexibility they needed. For women the most popular

responses were [In order of frequency, with the most common first].

For men the most popular were [In order of

frequency, with the most common first].

What employer-supported childcare is available

(preschool, after school and school holidays?)

What form does it take – financial assistance with costs, a facility, a childcare worker, provision of information?

Managers’ responses to requests for flexible working

X percent of women and y percent of men had requested a flexible working arrangement that had been accepted, whilst X percent of women and y percent of men had requested a flexible working

arrangement that had been refused. X percent of women and y percent of men had not asked. Perceptions of

managers’ commitment to employees’ work/life balance

X percent of women and y percent of men agreed or strongly agreed that their immediate manager is committed to assisting employees achieve good work/life balance

Are managers provided with guidelines and advice on managing flexile workplace requests?

Are managers provided with guidelines and advice on managing and supporting staff who are on leave?

(43)

who would prefer longer hours

part-timers and y percent of men part-timers stated they would prefer longer hours of paid work.

Assistance with managing paid work and family

commitments

Women employees made the following suggestions about options that would help them balance paid work and family/whānau

[Paraphrase, in order of popularity]. Male employees made the following suggestions

[Paraphrase, in order of popularity].

What proportion of men and women state that they left their positions because of family responsibilities?

Perceptions about the organisation’s

commitment to

employees’ work/life balance

X percent of women and y percent of men agreed or strongly agreed that the organisation is committed to assisting employees achieve a good work/life balance. Views on whether managers could work part-time

Summarise responses to pay and employment equity survey question 33.

X percent of women employees and y percent of male employees believe that it is possible to hold a management position and work part-time.

What proportion of women who work part time or have flexible arrangements are in middle or senior roles?

Are all positions and levels able to be offered part time and have options for flexible arrangements?

(44)

Views on whether part-time employees are disadvantaged

Summarise responses to pay and employment equity survey question 34.

X percent of women and y percent of men agreed that part-timers are at a disadvantage compared with those who work fulltime.

Are part-time workers’ outputs and quality of work fairly recognised in performance appraisal processes? Do part-time workers, in a similar position to full-time workers, move up within the organisation at the same rate?

Comments on training, development and

career opportunities for part-timers

Of employees who observe that part-timers experience disadvantage com

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