Gender Pay Gap
SKDC and the Gender Pay Gap – the starting point April 2017 – first report published into the gender pay gap in SKDC showing a mean GPG of 3.7% and a median GPG of 20% • Task and Finish Group established • What does this means for SKDC? • How we compare to our district neighbours? • How do we identify the root causes? • What action needs to be taken in order to address our GPG? • Is this just about a pay gap or is it about our culture?
SKDC and the Gender Pay Gap – Lightbox At its first discovery session the task and finish group worked from the problem statement: “ At SKDC we have an identified imbalance in pay”
Knowledge and Understanding Opportunity Flexibility Impact Does our lack of Sometimes How can this Opportunities Best person for Do we work Workforce understanding that’s hard for happen? to change post whatever flexibly Men Vs Women re. equalities people to balance enough? Ratio play a part in tangibly feel our gender pay gap? Is it historical? Has there been Its not always Upskilling staff Does pay Unintentional Rising through an impact over about gender. to rebalance include imbalance the ranks time re. local Skill / Ability/ pay benefits? govt ’ Attitude Holiday/Flexi increments? How do we We pay women Need to Flexible Do we really compare with and men the encourage working know how it District Peer same rate for equal opps. for impacts Councils? an identified job opps. people? role Across what Work/lifestyle Do we have role Pro-rate hours / Not deliberate areas of choices models within flexible working business? the Council to factors inspire women to seek promotion? Why? How is the Internal Women are More men are imbalance promotion not more likely to in senior identified? always the work part-time positions than answer and this women in this impacts the authority gender pay gap
The Gender Pay Gap – and how we compare March 2017 Mean/Median Hourly rate comparison Ratio South Kesteven District Council Mean 3.7% Women earn 96p for every £1 men earn Median 20% Women earn 80p for every £1 men earn Boston Borough Council Mean 10% Women earn 90p for every £1 men earn Median 0% Women earn the same as men City of Lincoln Council Mean 10.3% Women earn 90p for every £1 men earn Median 18% Women earn 82p for every £1 men earn East Lindsey District Council Mean -1.8% Women earn £1.02 for every £1 men earn Median - 10% Women earn £1.10 for every £1 men earn North Kesteven District Council Mean 13.8% Women earn 86p for every £1 men earn Median 4.3% Women earn 96p for every £1 men earn South Holland District Council Mean 0.85% Women earn 99p for every £1 men earn Median -16.5% Women earn £1.16 for every £1 men earn West Lindsey District Council Mean -10.8% Women earn £1.10 for every £1 men earn Median - 22% Women earn £1.22 for every £1 men earn
SKDC and the Gender Pay Gap 31 March 2017 31 March 2018 “ At SKDC we have an identified imbalance in pay” The mean gender pay gap 3.7% 6.2% The median gender pay gap 20% 11.7% Male Female £ Difference Standard MEAN hourly rate 2017 £12.11 £11.66 £0.45 Standard MEAN hourly rate 2018 £12.41 £11.64 £0.77 Standard Median hourly rate 2017 £11.69 (SK9) £9.29 (SK7) £2.40 Standard Median hourly rate 2018 £10.64 (SK8) £9.39 (SK7) £1.25
SKDC and the Gender Pay Gap – How its calculated • Mean: Combined salary of the total number of males, divided by the total number of males on the payroll. Combined salary of the total number of females, divided by the total number of females on the payroll. This calculation gives an average amount paid (not a pay scale). Percentage difference is calculated by dividing one by the other. • Median: Middle salary point of the total number of males on the payroll. Middle salary point of the total number of females on the payroll This calculation will identify a pay scale. Percentage difference is calculated by dividing one by the other. SKDC Staff Gender ratio 2017 578 296 (M) 282 (F) 52% (M) 48% (F) 2018 586 311 (M) 275 (F) 53% (M) 47% (F)
SKDC and the Gender Pay Gap Chief Executive (M) Assistant Chief Executive (M) Strategic Directors (1M, 1F, 1V) Strategic Advisors (1M, 1F) Assistant Directors (3M, 2F) Heads of.... (5M, 3F)
SKDC and the Gender Pay Gap Much is said when discussing the gender pay gap: • It’s unfair treatment of women • If there is unfair treatment – the inequality relates regardless of gender • Too many men are employed across the Authority • Actually – in SKDC there are almost as many women on the workforce as men. • Women are disadvantaged because of other responsibilities and demands on their time • It is true that SKDC has more men in senior positions than women but is this directly connected to society’s demands on women or on the culture of this organisation?
SKDC and the Gender Pay Gap Building Control IT Markets Planning Street Care Benefits Customer Services Housing Legal and Democratic Revenues
The Gender Pay Gap - Causes 1. Role Models – A lack of diverse senior female role models The group’s view of SK from the first session was that although the Authority has women in senior roles they are greatly outnumbered by male colleagues. 1a. Is that fact or fiction in relation to SK? It is fact: • More men are employed in senior positions in this authority But we need to look wider than just the management team: • There are departmental imbalances in relation to gender
The Gender Pay Gap – Causes (Role Models) 1b. Is this imbalance what was intended or has unconscious bias played a part in the structure we have? • There is no evidence to suggest positive discrimination or indeed positive action have played any part in the recruitment process. • Unconscious bias is a recurring theme and requires further investigation which may lead to the need for training for those involved in the recruitment and selection process. • Blind recruitment will help to a point – but the reality is – blind recruitment actually means blind short listing – the bias (unconscious or not) could still come into play during the interview process.
The Gender Pay Gap – Causes (Role Models) 1c. Does the imbalance matter if the right person is in the role regardless of gender? • The group determined that particular gender is not a requirement of any of the roles within the senior management structure or across the Authority. However, the shortage of female role models in senior positions might not inspire women to seek promotion
The Gender Pay Gap – Causes (Promotion) 2. Promotion – more men apply for promotion than women 2a. There is no obvious career ladder in SK • We have a really good record of supporting and providing training for people but without a promotion pathway we’re training people to leave and take their skills, knowledge and innovative thinking with them for other organisations to benefit from. • Often the only move available to staff is sideways so even if we do train them what the Authority has paid for, and the individual has worked for, is wasted because they need to be re-trained in order to effectively deliver in the role they’ve moved into. • Can have a negative impact on long-serving members of staff – ‘if there’s nothing to aspire to why bother’ attitudes can creep in and people stagnate. We therefore don’t get their best.
The Gender Pay Gap – Causes (Promotion) 2b. Upskilling staff to rebalance pay • Do we truly always get the right person for the job? We don’t have to go outside to fill a vacancy if we upskill those who already work for SK • Do we need to consider positive action in terms of upskilling women already working for SK to create a change in balance? • How effective is the Talent Programme in terms of opening up opportunities for promotion?
The Gender Pay Gap – Causes (Promotion) 2c. The only means of promotion has historically been because of length of service • We have a history in some service areas of promoting people because they’re good at the job they came here to do. • People become line managers, team leaders etc without the skills to carry out the role. • This can lead to clashes within the workforce if the person with the elevated position suffers ‘Imposter Syndrome’.
The Gender Pay Gap – Causes (Flexibility) 3. Flexible Working – a lack of well paid, part-time/flexible work in senior roles So far the subject of flexible working has only been touched on in a way that raises questions. The answers need further investigation by members of the group. There are perceptions/opinions that we don’t work flexibly enough as an organisation by some members of the group, however, these perceptions were challenged by others. We agreed to look into this subject in more detail based on the premise that flexible working is not equally applied across SK. How it’s applied depends on: • Business need • Capacity/resource within service areas • Willingness of line management to allow flexible working
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