Description
Solution
Email 4: 2.2 Equal Pay and Genger Reporting
Under the Equality Act 2010, specific legal requirements govern equal pay and gender pay gap reporting. Any decisions related to pay or grading must align with these provisions to ensure compliance and fairness.
Equal Pay
Equality Act 2010 ensures that employees of one sex doing equal or equivalent work to those of the other sex should be paid equal wages unless there exist business related reasons that would warrant otherwise. ”Equal work” means work, work rated as equivalent or work of the same value in regard to the skills, effort and demands involved (ACAS, 2024).
The nurse manager’s proposal to upgrade two male HCAs raises potential concerns, given that 80% of HCAs in the Trust are women. Lacking concrete and respectable reasons, such action would lead to indirect discrimination because one group (men) is favored and underrepresented in the given position.
A relevant case, Brennan v. Sunderland City Council (2012), illustrates the importance of ensuring pay differences are evidence-based (Employment Cases Update, 2023). In this case, workers especially women fought for equal wages after proving by their effort that they work for similar tasks as men earning higher wages. This explains why there is a provision in the law that out rightly prohibits discrimination in the payment of workers without sound reasons to do so.
Gender Pay Gap Reporting
According to the Equality Act, any organisation that has more than 250 employees must report on the gender pay gap on an annual basis. Proposing the re- advertisement of only male HCAs could further present the Trust and widen the gender pay to the public and regulatory bodies thus incurring further costs.
Recommendation
I recommend rejecting the upgrade as proposed unless the nurse manager can provide robust evidence that the decision is based on non-discriminatory factors. For instance, if the two HCAs…
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(Solution) CIPS Advanced Level Contract & Category Management in P&S – APGM
- This business report has been used for evaluating the category and contract management in Eco2Solar Company.
- In particular, Eco2Solar operates to improve their project management (PM) and Cost Management (CM) as part of their category management has been evaluated.
- The areas of focus has included an evaluation of requirements for initiating and preparing category management, strategic and conventional sourcing process and role in contract management, tools and techniques for mapping categories of direct and indirect expenditure.
- From the findings obtained, innovative measures for improving the supply chain in light of categories and category management has been recommended.
- Further, in this business report, the contract administration and contract management in case of category management has similarly been evaluated in context of category management this is with assessment of risks and implementation of risk management techniques in contracts being reviewed in context of category management.
- In order to appreciate the best practice in category and contract management in the selected Eco2Solar construction spend area, use of quantitative and desk research has been pursued to obtain relevant data.
- Additionally, different tools have been applied such as Mendelow Stakeholders analysis, CIPS Category Management Cycle, CIPS Contract Management Cycle, Suppliers positioning, PESTLE analysis and SWOT analysis.
- Considering this business report findings, Eco2Solar need to improve their approach for risk management and efficiency and effectiveness of category and contract management.
- From these finding, the stakeholders collaboration in Eco2Solar need to be improved which can be done by embrace of blockchain technologies.
- Also, by identifying their PS&M teams training and capacity development, they would be able to improve on their category management. In the contemporary procurement environment, the training and capacity development has been noted as the best practice to manage gaps in their operations. Also, the findings indicate the need for Eco2Solar to improve their category management of their construction spend by coming up with appropriate SLA’s agreement and KPIs while ensuring they capitalise on innovativeness.
- For the project management and cost management, this being a long-term investment would require an improved auditing. This can entail embrace of analytics to analyse and present contract management data and appropriate management strategy.
- The importance of improved collaboration is ensuring stakeholders active involvement and awareness on core decisions made as this could harness their practice, contribution and suggestions noted.
- By successfully pursuing stakeholder analysis, it is important to maintain stakeholders relations which promote Eco2Solar organisation image and increase their market share.