Reward insight
However, the CIPP continues to call for a ‘light touch’ approach to be taken for year one, in recognition of the impact that delayed regulations and guidance has had on employer and industry preparation. We need to see the Government Equalities Office along with the EHRC reclaim the headlines. Confusion abounds around the difference between equal pay and gender pay gaps. This is not helped by the media sensationalising their headlines. The Secretary of State will review, within five years of commencement, the GPG regulations and publish a report on whether they meet policy objectives or impose an unnecessary burden. There have already been many calls for a review of the elements of pay and reward that can be included within the average hourly rate. Significant concerns continue to be raised by the potentially misleading results
caused due to the exclusion of the value of salary sacrifice amounts. Regulations need to be finessed to match non-statutory guidance: where the average hourly rate will distort the results and the hourly rate is clearly known during the snapshot period. The guidance would benefit from the inclusion of more examples.
inclusion. However, the research revealed that all sectors within the payroll profession have, as they do with all new mandatory requirements, engaged wholeheartedly to ensure successful delivery of GPG reporting. And, finally… No research would have been complete without survey findings and at this point I would like to end with a final thank you to all members of the CIPP and the profession more widely who took time out of their busy working days to complete this survey (and so many others throughout the year). Your support is invaluable in providing us with your views and opinions. We know how busy you all are and so are always grateful for your commitment to this and other policy research work. Regarding gender pay gap reporting in year two, I think it is safe to predict that in terms of research ‘we will be back’. n
payroll profession... engaged
wholeheartedly to ensure successful delivery of GPG reporting...
Many factors will need to change to achieve full transparency, diversity and
Narrowing the GPG Rachel Mapleston, business analyst at MHR, shares five ways to improve workplace gender equality and to break down barriers to drive women’s career progression C losing the gender pay gap (GPG) and working towards a more gender-diverse workforce shortlists dominated by men. Introducing unbiased training for those involved in the selection process, as well as predefined shortlist splits, could improve
place a career path to senior roles. l Tackle industry bias – Ingrained cultural assumptions can deter women from applying for positions in certain industries considered ‘male’. This can stem from an early age because of subject choices, with stereotypes, and a lack of mentoring at primary school age thought to be key contributors. Although employers may believe they cannot alter this mind-set, publicising a gender-diverse organisation, building advertising campaigns designed to challenge assumptions around gender roles, and discussing their industry and roles with the wider community are some of the ways to reducing this bias. l Get everyone on board – Once organisations have a plan in place, buy-in from board members from the outset is fundamental to the plan’s success and longevity. Without this, GPG reporting could become a data gathering exercise with no real purpose. n
represents a major cultural shift towards a modern way of working. The following have positive results for organisations, both in terms of productivity and engagement. l Consider flexible working – Flexible hours, remote working and job sharing allow for a healthier work-life balance and could help reduce your GPG. As women predominantly take on the responsibility of childcare, flexible working provides them with the opportunity to take on more senior roles without it conflicting with their childcare commitments. Research shows that companies adopting this policy typically see an increase in productivity and profit. l Evaluate your recruitment process – Preconceptions about certain roles or industries may lead to fewer women applying for positions than men (e.g. in engineering) resulting in candidate
the number of women interviewed for positions in male-dominated industries. Gender-diverse organisations, and particularly senior leadership teams, have been proven to increase performance. l Take succession planning seriously – Succession planning is the identification and development of employees who could step into a senior role. This is strategically beneficial to employers, as it allows continuity – ‘business as usual’ – when a role becomes available. For employees, this provides a sense of being valued, which is likely to increase their loyalty and productivity, and allows targeted training to aid their progression. As women are more likely to take on roles with less responsibility due to childcare commitments, succession planning can highlight those with potential and put in
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| Professional in Payroll, Pensions and Reward |
Issue 40 | May 2018
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