Gender Pay Gap SKDC and the Gender Pay Gap the starting point April - - PowerPoint PPT Presentation

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 understanding

• re. equalities

play a part in

• ur gender pay

gap? Sometimes that’s hard for people to tangibly feel How can this happen? Opportunities to change balance Best person for post whatever Do we work flexibly enough? Workforce Men Vs Women Ratio Is it historical? Rising through the ranks Has there been an impact over time re. local govt’ increments? Its not always about gender. Skill / Ability/ Attitude Upskilling staff to rebalance pay Does pay include benefits? Holiday/Flexi Unintentional imbalance How do we compare with District Peer Councils? We pay women and men the same rate for an identified role Need to encourage equal opps. for job opps. Flexible working Do we really know how it impacts people? Across what areas of business? Work/lifestyle choices Do we have role models within the Council to inspire women to seek promotion? Pro-rate hours / flexible working factors Not deliberate Why? How is the imbalance identified? Internal promotion not always the answer Women are more likely to work part-time and this impacts the gender pay gap More men are in senior positions than women in this authority

The Gender Pay Gap – and how we compare

March 2017 Mean/Median Ratio Hourly rate comparison 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

“ At SKDC we have an identified imbalance in pay”

31 March 2017 31 March 2018

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

Benefits Customer Services Housing Legal and Democratic Revenues Building Control IT Markets Planning Street Care

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
• f 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

• ther 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
• pportunities 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

• f 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

The Gender Pay Gap – Causes (Work vs Motherhood)

• 4. Work vs Motherhood – mothers provide 74% of childcare time
• Therefore there is an identified need for the Authority to work more

flexibly – not just about total hours worked but also location, flexibility

• n timing of hours worked (early mornings, evenings, weekends etc)

capability in terms of equipment, networks etc for mobile working.

• Women are known to go for part-time roles to fit in with their other

responsibilities – this often means they are not considered for senior positions (or don’t consider themselves for senior positions).

The Gender Pay Gap – Causes (Career Advice)

• 5. Career Advice – roles traditionally associated with women often

pay less

• As a District Authority we aren’t necessarily in a position to offer career

advice – however, we could consider a recruitment drive and career advancement through:

• Job fares
• Visits to education settings (including FE and HE)
• Collaborations with Job Centre+
• Positive action
• Mentoring/Fast Track Programme

SKDC and the Gender Pay Gap – Lightbox

At its second discovery session the task and finish group worked from the problem statement:

“ Inequality occurs through our structure at SKDC”

Bias/Culture Recruitment Too many men at the ‘top’ Does a structure built by men create gender bias ? Do we restrict advancement based on gender Are recruiters swayed by the gender of applicants ? The right people for the right job is what matters Inequality occurs through/via relationships ‘Jobs for the boys’ Accountability – is the authority to blame or the individual(s) Recruitment panel make up influences

• utcomes ?

Why aren’t all posts

• pen for application?

Whose opinion matters ? (the most) Higher positions dominated by males :- why ? Learnt behaviours – males hire males and vice versa How do we determine worth ? Men deserve to be paid more because they are more powerful ? Do we fairly recruit from disabled/migrant communities ?

Flexibility L & D Understanding equality Behaviour Does working part time impact upon whether a person is considered as management material ? Social factors need to be considered – life commitments outside

• f work

Succession planning/ workforce development Are we sure we truly agree on what equality means within SK ? What about attitude ? Is flexibility truly available in all depts. To enable equality Development

• pportunities to rise

through the ranks currently lacking What does inequality really mean ? Are women competitive naturally in the workplace ? Do more women work part time in lower scale roles What about talent ? Who does inequality affect ? Competition Same rules to apply to /to all services Opportunities Inequality doesn’t exist – opportunities for all It could be choice that some don’t seek promotion /what about individual choice

The Job Structures Certain departments have predominantly more of one gender so this will effect equality Does our male:female ratio effect our quality of service Leaner/flatter structure with full transparency needed Too many layers = confusion and sometimes inequality Natural imbalance roles Women do admin – men make decisions Fewer levels of jobs = less inequality How can pay gap be lessened when ‘traditional’ roles fulfilled ? Does each gender really veer towards traditional “male” or “female” roles ? Similar job titles doesn’t necessarily mean similar jobs Are some jobs more suited to males or women ? How can we make our structure more equal

SKDC and the Gender Pay Gap – General observations

• Staff at SK are paid for the role they carry out
• There is, however, an imbalance in pay amongst people with the same

job title

• The job evaluation process should even out these discrepancies but it

doesn’t

• It has been identified that some service areas have gender imbalances
• The imbalance within SK is wider than simply a gender-based issue.

The culture of the organisation, its understanding of, and commitment to, equality needs to be addressed

SKDC and the Gender Pay Gap – Next Steps

• We need to look at making flexible working a reality across the Authority
• We need to acknowledge that our lack of understanding of equality and

unconscious bias plays a part in our gender pay gap

• We need to determine whether we have the right processes in place to

support those in recruitment and selection

• We need to identify training needs and deliver programmes that not only

support career development but also ensure those with line management responsibility have knowledge and capability that is fit for purpose

• We need to explore opportunities to promote careers to young women

SKDC and the Gender Pay Gap – Next Steps

– Utilising the findings of the second discovery session we identified the next areas for further focused consideration: Flexibility and Culture – The next discovery session will focus on the flexibility of the Authority – Bias/Culture and Understanding Equality will be worked through with the ongoing Culture Workshops – be Flexibility