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Building a Fair and Equitable Pay Program – 3-Day In-person Seminar

Cathleen M. Hampton, Human Resource Compliance & Risk Management Consultant
Anaheim, CA
| November 9-11, 2016

Course "Building a Fair and Equitable Pay Program – 3-Day In-person Seminar" has been pre-approved by HRCI as eligible for 19.5 credits towards a participant's recertification upon full completion.

“The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program”.

Course Description:

Pay management is said to be a mystery – at least, that’s what many traditionalists who work in pay management would have you believe. Certainly we are entitled to some job protection. The unfortunate effect is that, given the current enforcement environment, far too many organizations are caught behind the eight ball and risk hefty government sanctions for not consciously building a system that holds up to scrutiny.

  • Are you faced with the task of designing and implementing a pay program in your organization but don’t know where to begin?
  • Are you looking for a ready-do-go model you can adapt to the specific needs of your organization?
  • Do you want options to consider as you develop your program?
  • Would you like advice and guidance on the various approaches open to you?
  • Do you want steps to follow that will lead you through the project before you?

If you are nodding your head, you won’t want to miss this three-day highly interactive seminar.

This seminar is organized according to logical, sequential phases of a pay project. Each phase is subdivided into specific considerations or tasks, followed by a series of questions to help you analyze your situation. Exercises and examples are used to bring many of the considerations into tangible form. “How to” is what this seminar is all about. The field of pay management already has plenty of theoretical texts and you should read them too. However, in this seminar, we will focus on two concerns: strategic policy and tactical procedures.

Seminar Fee Includes:

AM-PM Tea/Coffee
Seminar Material
USB with seminar presentation
Hard copy of presentation
Attendance Certificate
$100 Gift Cert for next seminar

Areas Covered:

  • Why start a pay project now
  • Planning and organizing your pay project
  • Obtaining commitment to pay strategies
  • Developing a strategic policy with practical procedures
  • Defining job results and qualifications
  • Evaluating job contributions
  • Converting results, qualifications, and contributions into reliable job descriptions
  • Evaluating the price of jobs in the marketplace
  • Building the pay structure
  • Managing job contributions, transferring results, qualifications, and contributions into reliable performance management oversight
  • Maintaining your pay program

Who will Benefit:

  • Human Resource Managers
  • Human Resource Executives
  • Vice Presidents of Administration
  • CEOs
  • COOs
  • CFOs
  • Chief People Officers
  • Organizational Development Managers
  • Senior Operations Managers
  • Directors of Learning and Development
  • Risk Management Specialists
  • Business Owners
  • Business Leaders
  • Accounting Manager
  • Payroll Manager
  • HR Specialists

Topic Background:

Pay equity is a means of eliminating gender and race discrimination in the wage-setting system. Commonly referred to as steering, many women and people of color are still segregated into a small number of jobs such as clerical, service workers, nurses and teachers. These jobs have historically been undervalued and continue to be underpaid to a large extent because of the gender and race of the people who hold them. Pay equity means that the criteria employers use to set wages must be gender- and race-neutral.

Pay equity is a growing national movement building on the progress made in the 1980s, when twenty states made some adjustments of payrolls to correct for sex or race bias. Seven of these states successfully completed full implementation of a pay equity plan. Twenty-four states plus Washington, DC conducted studies to determine if gender was a wage determinant. Four states examined their compensation systems to correct race bias, as well.

In recent years, pay equity bills have been introduced in more than 25 state legislatures. On the federal level, two bills have been introduced since the mid-1990s, the Paycheck Fairness Act and the Fair Pay Act. The Paycheck Fairness Act, which would have amended the Equal Pay Act and the Civil Rights Act of 1964 to provide more effective remedies to workers who are not being paid equal wages for doing equal work, was passed by the House of Representatives in the 110th and 111th Congresses. Hearings on the bill were held March 11, 2010 in the Senate, but it was defeated by a 58-41 vote on Nov. 17, 2010. The Fair Pay Act of 2015 would expand the Equal Pay Act's protections against wage discrimination to workers in equivalent jobs with similar skills and responsibilities, even if the jobs are not identical, and is currently sitting in committee pending review.

On the corporate side, companies typically emphasize external equity in the design of their compensation structures. This focus on external equity enables a company to develop compensation structures and programs that are competitive with other companies in appropriate labor markets.

Perceptions of equity can also influence a company's ability to attract, retain, and motivate its employees. Employee perceptions of equity and inequity are equally important and should be carefully considered when a company sets compensation objectives. Employees who perceive equitable pay treatment may be more motivated to perform better or to support a company's goals. Individual employees, however, perceive equity in many different ways. Therefore, it is difficult to specify one definition of equity that is applicable to all situations.

Generally though, pay equity poses a conceptual and practical challenge: how to reconcile the company’s ability to pay (financial resources), desire to pay (image), and need to pay (labor market) with the employees’ perception of equity (fairness) and the government’s focus (legal audits). What’s clear though, is the importance of organizations to focus on and really think through strategies that work to correct even perceptions with issues of fairness within their own pay programs. Highlighting the reality that a company's approach to equity is as important as the actual pay programs it implements.

Course Outline:

Day 1 (8:30 AM – 4:30 PM) Day 2 (8:30 AM – 4:30 PM) Day 3 (8:30 AM – 4:30 PM)


  • 8:00 - 8:30 AM - Meet and Greet
  • 8:30 - 9:00 AM - Introductions
  • 9:00 - 12:00 PM - Phase 1: Why start a pay project now
    • Legal considerations for managing pay
    • Legal considerations for managing job results
    • Strategic considerations
    • Practical considerations
    • Developing a strategic policy with practical procedures
  • 12:00 - 1:00 PM - Lunch
  • 1:00 - 2:00 PM - Phase 2: Planning and organizing your pay project
    • An integrated program
    • Determining the total compensation package
    • Developing a master plan
  • 2:00 - 4:30 PM - Phase 3: Obtaining commitment to pay strategies
    • Developing a complete proposal
    • How to spot the “golden opportunities” before you
    • Determining the right organizational methodology for pay practices


  • 8:00 - 8:30 AM - Meet and Greet
  • 8:30 - 12:00 PM - Phase 4: Defining job results and qualifications
    • Understanding the organizational reason for the jobs that exist
    • Preparing for the gathering of job information
    • Converting results, qualifications, and contributions into reliable job descriptions
  • 12:00 - 1:00 PM - Lunch
  • 1:00 - 4:30 PM - Phase 5: Evaluating Job Contributions, the job analysis process
    • Redefining job evaluation
    • Internal equity
    • Job relationships defined
    • Choosing the right job evaluation system
    • A job evaluation plan you can use
    • Adapting the job evaluation plan to your organization
    • Weighting (valuing) the factors
    • Calculating job evaluation plan points
    • Rules for evaluating jobs


  • 8:00 - 8:30 AM - Meet and Greet
  • 8:30 - 9:30 AM - Phase 6: Evaluating the price of jobs in the marketplace
    • Job value
    • Surveying market pay rates
    • Pay survey questionnaire you can use
    • Matching jobs
    • Analyzing the numbers
  • 9:30 - 12:00 PM - Phase 7: Building the pay structure
    • Pay structure as a management guide
    • Designing and calculating the pay structure
    • Evaluating the new structure
    • Managing pay
  • 12:00 - 1:00 PM - Lunch
  • 1:00 - 2:30 PM - Phase 8: Managing job contributions, transferring results, qualifications, and contributions into reliable performance management oversight
    • Job results management strategy
    • Problems with performance appraisal
    • Job results management profile
    • Defining job outcomes
    • Establishing consistent pay management criteria
    • Case studies for developing consistency
    • Managing job contributions as a base for pay decisions
    • Appraising job contributions
    • Linking pay to job contributions
  • 2:30 - 4:30 PM - Phase 9: Maintaining your pay program, the recertification process
    • Pay as a component of organizational culture
    • Explaining the program
    • Protecting the investment
    • Program management
    • Planning the pay increase budget
    • Ongoing adjustments
    • Maintenance, audits, and appeals

Meet Your Instructor

Cathleen M. Hampton,
Human Resource Compliance & Risk Management Consultant

Cathleen Hampton is a seasoned Human Resources Expert with more than 25 years of experience helping companies in the areas of risk mitigation and compliance management, work force planning, and human capital strategy. She has a unique ability to analyze operations for risk and help maneuver cultural practices and compliance enhancements that increase positive organizational outcomes, maintain employment law compliance, avoid workplace litigation, reduce costs, and increase revenue.

She is a well-known speaker noted for presenting best-in-practice solutions focused on talent retention and operational strategies that outpaced major completion through strong and decisive business leadership. Cathleen is a sought after speaker in her industry and has presented Human Resource topics such as:

  • Project Management and Human Resources
  • Auditing best practices
  • Pay equity and total compensation strategies
  • Corporate communications and public relations
  • HR legal principles and compliance best practices
  • Managing change and transition
  • Power, influence, and persuasion
  • The art of negotiation
  • Affirmative Action compliance trends and tips
  • The art of the interview
  • Performance management

Cathleen is a results-oriented Human Resource Expert with a unique background in business management, spanning over 25 years. Her expertise includes: Employment laws, job analysis, compensation and market surveys, HR Audits, labor/employee relations, employee handbooks, hiring, workplace investigations, policies and procedures.

Ms. Hampton holds an MBA and a Bachelor in Business /Human Resources Management. She has taught human resource professionals at the undergraduate and graduate level as an adjunct professor covering such topics as:

  • Human Resource Management for the Professional
  • SOX and Human Resources
  • Legal Principles of HR
  • Ethics
  • Leadership Development
  • Change Management
  • Training and Development
  • PHR/SPHR certification preparation

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Seminar One Registration

November 9-11, 2016, Anaheim, CA
(For Registrations till September 30, 2016 - $1899)
(For Registrations till October 20, 2016 - $1999)
(For Registrations after October 20, 2016 - $2199)


Seminar One Registration (With 2 Nights Stay)

November 9-11, 2016, Anaheim, CA

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November 9-11, 2016, Anaheim, CA
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Local Attractions

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This "Little Theme Park" is the perfect place for families with young children. It contains 11 rides, all of which can accommodate adults, as well as other attractions such as a petting zoo, puppet shows, face painting, rock climbing and an arcade.

Engage and explore the diverse heritage of California – it hosts 3 different traveling exhibits per year, each one with its own events and activities, in addition its many permanent exhibits. It is also home to Anaheim's Carnegie Library and a small theater.

Downtown Disney area features waterfront dining, unique shops and exciting entertainment options at Walt Disney World Resort.

Gardenwalk is a stretch of outdoor shopping and dining which is a fairly short walk from the main Disneyland entrance.

Home of the American League’s The Los Angeles Angels of Anaheim, this 45,050-seat stadium, known as “The Big A,” is the fourth-oldest stadium in Major League Baseball. Last renovated in 1998, the stadium recently hosted the 2010 MLB All-Star Game.

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