Over 15 states have tried to introduce legislation that further defines equal pay as being something more than just equal dollars between genders or other protected class groups. With the Equal Pay Act of 1963, the law provides(in part) that:
No employer having employees subject to any provisions of this section [section 206 of title 29 of the United States Code] shall discriminate, within any establishment in which such employees are employed, between employees on the basis of sex by paying wages to employees in such establishment at a rate less than the rate at which he pays wages to employees of the opposite sex in such establishment for equal work on jobs, the performance of which requires equal skill, effort, and responsibility, and which are performed under similar working conditions.
Bruce and I attended a recent meeting with an employer that was expressing the need to offer an expanding menu of tangible and intangible total reward offerings to meet the diversified needs of its multi-generational workforce. The Human Resources Director was asking how to value the non-compensation benefits, rewards and work-life balance menu items. The director wanted to determine the value of the organization’s non-compensation related offerings as a means to calculate the value for their total rewards package. This organization wants to offer competitive wages, benefits and other employee engagement options as part of its compensation philosophy.