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Pay Equity Ontario > English (Canada) > Learn More > Our Guides and Tools > Example of a Pay Equity Plan Amended for Proportional Value

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Disclaimer: This fact sheet is for information only, and is not intended to restrict Review Officers or the Pay Equity Hearings Tribunal in their determination of matters. Refer to the Pay Equity Act for exact interpretation.

The Pay Equity Act was amended on July 1st, 1993. The amendments require that the proportional value comparison method be applied to all female job classes that could not achieve pay equity using the Job-to-Job comparison method.

As a result, the pay equity plan posted on January 1st, 1993 is amended as follows:

Female job classes with male comparators​​

The job-t​o-job comparison method was used to achieve pay equity for the following job classes:

  • Accounting Supervisor
  • Administrative Assistant

Female jo​​b classes without male comparators​​

The proportional value comparison method was used to achieve pay equity for the following female job classes:

  • Accounting Clerk
  • Customer Service Clerk
  • Marketing Coordinator
  • Receptionist
  • Secretary

Representative group of ​​male job classes​

The following male job classes were used as the representative group of male job classes when applying the proportional value method:

  • Accountant
  • Controller
  • Market Assistant
  • Marketing Manager
  • Programmer
  • Sales Representative
  • Sales Manager
  • Shipper/Receiver
  • Warehouse Manager

Method of co​mparison​

A gender neutral job c​omparison system was used to measure the value of each job class. Points were assigned to each job class based on the following factors and subfactors:

For example, while a secretary's job may require less physical effort and have better working conditions than a custodian's job, the secretary's job may require more responsibility, mental effort and skill. If this is the case, the overall value of the secretary's job could be the same as the custodian's and should be paid at least the same.

Table 1: Method of comparison

Factors Subfactors
Skill (30 %)
  • Knowledge (10 %)
  • Problem-solving/judgement (12 %)
  • Interpersonal skills/contacts (8 %)
Effort (25 %
  • Mental effort (15 %)
  • Physical effort (10 %)
Responsibility (35 %)
  • Human resources (12 %)
  • Financial resources (8 %)
  • Information resources (10 %)
  • Material resources (5 %)
Working Conditions (10 %)
  • Environment (10 %)

Evaluations were carried out by a committee.

Proportional valu​​​e comparisons and calculations​​

The job value and job rates of all male job classes were plotted on a graph. A representative group of male job classes was selected from these male job classes.

A statistical method called regression analysis was used to determine the relationship between the value of male job classes and their job rates. This produced a formula that was then used to calculate pay equity job rates for female job classes.

Pay equity is achieved when the female job class is paid the pay equity job rate. Female job classes that are paid less than the pay equity job rate receive an adjustment until pay equity is achieved. Female job classes that are paid more than the pay equity job rate do not receive a proportional value adjustment.

Table 2: Proportional value comparisons and calculations

​ Job Class Value Present Job Rate Pay Equity Job Rate Adjustment Required
Accounting Clerk350$13.25$14.07$0.82
Customer Service Clerk390$14.50$15.59$1.09
Marketing Coordinator380$16.00$15.21$0.00

How do ​​I get more help or information?​

The Pay Equity Commission is here to help you. We can answer your questions by e-mail at or by phone at 416-314-1896, or toll-free at 1-800-387-8813 and at TTY Local: 416-212-3991 or TTY Toll-free: 1-855-253-8333.

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