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03/26/2019 (2)
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03/26/2019 (2)
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12/31/2019 12:14:00 PM
Creation date
5/21/2019 10:32:00 AM
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Meetings
Meeting Type
BCC Regular Meeting
Document Type
Agenda Packet
Meeting Date
03/26/2019
Meeting Body
Board of County Commissioners
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Conducting Pay Audits <br />Consider the example of one employer that <br />voluntarily decided to audit its pay practices: In 2015, <br />Salesforce performed a comprehensive pay audit <br />and analysis of 17,000 employees that led to salary <br />adjustments for 6 percent of employees and a 33 <br />percent increase in the number of women who were <br />promoted that year (Zarya, 2016). Salesforce's actions <br />garnered attention across the country. <br />Understanding the critical role employers play in <br />ensuring equal pay for the nation's workforce, the <br />Obama administration announced a White House <br />Equal Pay Pledge for private sector companies <br />committed to equal pay for their employees. These <br />companies committed to conducting annual <br />gender pay analyses across occupations; reviewing <br />hiring and promotion processes and procedures to <br />reduce unconscious bias and structural barriers; and <br />embedding equal pay efforts into broader company <br />initiatives (The White House, 2016). After the end <br />of the administration, Simmons College now hosts <br />the Employers for Pay Equity Consortium. As of <br />September 2018, more than 35 companies had joined <br />the consortium, including Delta Airlines, Deloitte, <br />Facebook, Gap Inc., General Motors, Johnson Er <br />Johnson, Microsoft, PepsiCo, and Staples. <br />Employers can use audits to monitor and address <br />gender pay differences to great effect. For example, <br />Minnesota requires public -sector employers to <br />conduct a pay -equity study every few years and <br />eliminate pay disparities between female -dominated <br />and male -dominated jobs requiring comparable <br />levels of expertise (Minnesota Management and <br />Budget). Employers use a job -evaluation tool to <br />compare jobs on such dimensions as the complexity <br />of issues encountered; the depth and breadth of <br />knowledge needed; the nature of interpersonal <br />contacts required; and the physical working <br />conditions. This allows employers to identify different <br />jobs—for example, delivery van drivers and clerk <br />typists—that require similar levels of knowledge <br />and responsibility. Employers then compare <br />wages of predominantly female jobs with those of <br />predominantly male jobs of comparable skill levels. If <br />they find that women are consistently paid less than <br />men for jobs requiring similar levels of knowledge <br />and responsibility, the employer makes the necessary <br />salary increases. The state's efforts have been <br />hugely successful: Since the 1970s, Minnesota has <br />virtually eliminated the pay gap in public -sector <br />jobs of comparable value (Legislative Office on the <br />Economic Status of Women, 2016). Companies must <br />be sure that they continue to analyze pay decisions— <br />when salaries are set, when job functions change, <br />when bonuses are awarded or raises given—to <br />ensure that salaries remain equitable. <br />Prohibiting Retaliation for Wage Disclosure <br />One significant reason the gender pay gap is closing <br />so slowly is that pay disparities are notoriously difficult <br />to detect. Generally, salaries are not public. Because <br />many employees have no way of knowing when they <br />are shortchanged, it's hard for them to contest pay <br />discrimination on their own. <br />Furthermore, employees may face retaliation for <br />inquiring about wages because some workplaces <br />have pay secrecy policies that punish or even fire <br />employees for disclosing or inquiring about their own <br />wages or the wages of a co-worker. Such punitive <br />pay -secrecy policies make it difficult for workers to <br />remedy wage disparities because they cannot find out <br />if they're being paid less. <br />In 2011, a national survey by the Institute for <br />Women's Policy Research (IWPR) found that about <br />half'of employees said they worked in a setting <br />where managers either formally prohibited or <br />discouraged discussions of wages and salaries <br />(Institute for Women's Policy Research, 2011). <br />According to IWPR, pay secrecy was particularly <br />common in the private sector, where 61 percent of <br />employees are either discouraged or prohibited from <br />discussing wage and salary information. <br />CI THE SIMPLE TRUTH ABOUT THE GENDER PAY GAP 1 Fall 2018 Edition AAUW • www.aauw.org <br />Pt =lb <br />
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