Pay Equity: An Increase in Obligations and Exposure

Pay Equity: An Increase in Obligations and Exposure


Employers face a growing threat from pay equity claims, both internal and external, pressure from activist investors and increased government-mandated reporting of sensitive pay data. Join us to learn about the new laws and how best to protect your company from pay discrimination claims.

Date: Wednesday, November 16th (Note: Storm Date is Thursday, November 17)
Location: Phoenix, 1 American Row, Hartford, CT
Free Parking: Phoenix Visitor Garage (across from the CT Science Center, on Columbus Boulevard)
Cost:$20 Members & Guests, $35 Non-Members, $15 Students

Doors Open: 5:00 PM
Dinner: 5:30 PM to 6:15 PM
Speakers: 6:15 PM to 7:30 PM


CTRA welcomes Tanya Bovée , Managing Partner of the Hartford office of Jackson Lewis P.C. to talk about the obligations and exposure employers face relative to the new pay equity rules.

Ms. Bovée helps employers resolve employment disputes and handle personnel matters, including disability leave management. She regularly trains employers on myriad employment law issues. She also has an active litigation practice, defending employers from federal and state claims. Ms. Bovée also defends employers in OFCCP compliance reviews and oversees the preparation of affirmative action plans for employers around the country.

Ms. Bovée is the Co-Chair of the firm’s Asian American Resource Group. She is a past President and current board member of the Connecticut Asian Pacific American Bar Association. She is a board member of the Lawyers Collaborative for Diversity, a member of the Oliver Ellsworth Inn of Court, a Fellow of the Connecticut Bar Foundation, James W. Cooper Fellows Program and was appointed to the Connecticut Client Security Fund Committee and Federal Grievance Committee for the U.S. District Court for the District of Connecticut.

Among other awards, Ms. Bovée has received the Best Lawyers under 40 award from the National Asian Pacific American Bar Association (2009) and the Ladder Award from the Connecticut Bar Association (2016). She is recognized by The Best Lawyers in America and was identified as top 50 Connecticut Super Lawyers and top 25 Women Connecticut Super Lawyers.

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Non Profit Total Reward Strategy: Earning Your Return on Investment

Non Profit Total Reward Strategy: Earning Your Return on Investment

As a result of the slow growth economy, non-profit organizations are facing decreased funding due to federal and states’ fiscal deficits as well as a significant shift with grant-makers who are increasingly funding awards on a performance/return on investment basis. In addition, the soaring costs of healthcare insurance are adding significant pressure to operating costs. Without new revenue growth, many non-profits are looking for ways to measure and increase the value/return on their social mission and investments. Consistent with these changes, some non-profits are responding by trying to increase the “return” on their services and programs in terms of program execution, utilization, and measurable results. Given this environment, non-profits are being forced to examine the viability of their highest cost centers, most particularly, employee compensation and benefits for value against performance as well as market competitiveness.

Non-profit Boards and senior management are questioning what the appropriate compensation and benefit programs should be, at what levels they should be funded, and how to drive accountability and performance in the employee workforce. While non-profit organizations have predominantly been about social service and charity with their cultures reflecting a “do-good” environment and a concern for employee welfare, present conditions have forced many to consider a culture shift toward performance and accountability as well as changes in their Total Rewards programs. This delicate balancing act between affordability and the ability to attract and retain a stable and talented workforce presents challenges in nonprofits’ capacity to assure effective organizational culture, management practices, labor market relevance, and strategic/operational priorities. To help navigate this challenge, the following insights to six key questions provide a prescription for change in Total Rewards:Read More and Join the Discussion…