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MINNESOTA <br />Statistical Analysis <br />Explanations correspond to shaded numbers below. <br />This report can be printed after the results are computed. The predicted pay and pay difference columns <br />are helpful in analyzing the cost of adjusting the salary for any given class. <br />1. Predicted Pay <br />The most simplistic definition of predicted pay is that it is the average pay of male classes at any <br />given point value. Predicted pay is calculated by averaging the maximum monthly salaries for male <br />classes in the jurisdiction. It is the standard for comparing how males and females are compensated. <br />Predicted pay is a mirror, or reflection, of the current compensation practice within a jurisdiction for <br />male classes, but is not necessarily the salary that "should" be paid at any particular point level. <br />Specific details of the method used to calculate predicted pay is explained in pages eight through 13. <br />The graph on page seven shows a "predicted pay line" and how male and female classes scatter <br />around that line. Predicted pay amounts are determined only from the jurisdiction itself, not from any <br />external factors or salaries. <br />2. Pay Difference <br />Shows the dollar amount that maximum monthly salaries fall above or below predicted pay. If a <br />jurisdiction does not pass the statistical test and needs to increase salaries for female classes, either to <br />reach an underpayment ratio of 80% or eliminate the statistical significance of the t-test, this <br />information is useful in calculating the cost. For example, the cost to increase the female class of <br />"stage manager" to predicted pay would be $6.20 per month. <br />1 <br />2 <br />Predcted Pay Npertfor <br />9mpea3e Theapi Fib 9tepTo Broadway! <br />I <br />1Of V2016 <br />Case: <br />2011 <br />Job <br />Job Title <br />Fbr <br />Ilbr <br />Tcral <br />Job <br />JCb <br />Max MO <br />Predicted <br />Pay <br />Mhr <br />Males <br />Females <br />Ibr <br />Type <br />Pcirts <br />Salary <br />Pay <br />d'rfferenoe <br />1 <br />Box Ofice <br />1 <br />1 <br />2 <br />Bailanaed <br />110 <br />$1,400.41 <br />$1,344,82 <br />$55.59 <br />2 <br />Stage Crew <br />6 <br />1 <br />7 <br />NWe <br />130 <br />$1,450.26 <br />$1,447.15 <br />$3.11 <br />3 <br />Props Chief <br />1 <br />0 <br />1 <br />Nwe <br />140 <br />1.1.460.94 <br />$1,49569 <br />($34165) <br />4 <br />Casturne designer <br />0 <br />1 <br />1 <br />Femle <br />142 <br />1.1.575.89 <br />$1,506.17 <br />$70.72 <br />5 <br />Set Tech. <br />1 <br />0 <br />1 <br />Mrlale <br />16b <br />1.1.560.75 <br />$1,540.12 <br />$20.63 <br />6 <br />Lighting Tech. <br />1 <br />0 <br />1 <br />Mrlale <br />164 <br />1.1.625.50 <br />$1,50864 <br />$26.96 <br />7 <br />Effects Eng. <br />1 <br />0 <br />1 <br />Nwe <br />179 <br />$1,645.22 <br />$1,817.17 <br />$28.06 <br />8 <br />Stag efUianjger <br />0 <br />1 <br />1 <br />FWNIO <br />1$0 <br />$1,510.30 <br />$1, WO <br />($620) <br />9 <br />Witer <br />1 <br />0 <br />1 <br />Mk <br />180 <br />$1,590.19 <br />$1,01060 <br />($26�1) <br />10 <br />Klmrketln9Olrecer <br />1 <br />0 <br />1 <br />Mile <br />200 <br />$1,690.$5 <br />$1NOA3 <br />$1.42 <br />11 <br />AceorlActreu <br />10 <br />12 <br />44 <br />"*%04 <br />217 <br />$1.730.86 <br />$1,748N <br />($17A9) <br />13 <br />Producer <br />0 <br />1 <br />1 <br />F4"1* <br />2e0 <br />$1,900.00 <br />$11773si <br />Me.19 <br />12 <br />01rectcr <br />1 <br />0 <br />1 <br />Merle <br />271 <br />$1179e,7e <br />$1,80099 <br />($623) <br />14 <br />Oenerel Wager <br />0 <br />1 <br />1 <br />Furore <br />X0 <br />$4110017 <br />$1,8029 <br />$4e4,3e <br />Job Member Courd: 14 <br />Guide to Understanding Pay Equity Compliance Tests — 10/16 Page 6 <br />