CGP 3 | Career Friendly Workplace

How Being A Carer-Friendly Workplace Will Help You Close Your Gender Pay Gap

The demands of full-time work and balancing that with caring responsibilities can be extremely difficult.

In this episode, we explore:

  • The scale and impact of caring for elderly relatives on top of a full-time job
  • The working definition of a working carer
  • The challenges that working carers face
  • How this will be affecting your gender pay gap
  • What you can do to become a carer-friendly employer so that this doesn’t have a negative impact on your gender pay gap.

Key resources mentioned in this episode:

Book an exploratory chat:

Book an exploratory chat with me! I’m offering exploratory calls with me so that you can ask any questions you have about the work I do with technology companies on attracting, developing, and retaining your female talent so you can close the gender pay gap. If you’d like a totally transparent conversation about how working with me could support your organisation’s talent goals, email me to book a call now: sherry@sherrybevan.co.uk

Sign up to newsletter:

If you’re looking to stay in touch with the latest industry trends, research, and best practice to develop and retain your female talent so that you close the gender pay gap in technology and bring major benefits to your organization in 2021 and beyond, sign up to my monthly newsletter here: http://www.sherrybevan.co.uk/newsletter-signup/

Connect with Sherry:

Email me: sherry@sherrybevan.co.uk

Follow me on Twitter: https://twitter.com/SherryRB

Connect with me LinkedIn: https://www.linkedin.com/in/sherrybevan/

Listen to the podcast here

How Being A Carer-Friendly Workplace Will Help You Close Your Gender Pay Gap

In this episode, I would like to explore with you how your working carers are affecting your gender pay gap and what you can do to support those carers in order to close your gender pay gap. The impact of COVID-19 and with more and more of us working from home on a permanent basis means that for the first time, many employers have gained much more of an understanding of how many of their employees do have caring responsibilities. I’m not talking here about those of us who are caring for children. Typically, we already know whether or not someone has got childcare responsibilities in our team or department. What I’m talking about are those people who have got caring responsibilities for elderly relatives and how this can affect your gender pay gap in ways that you might never even have thought about.

Having autonomy and power of flexibility in people’s working hours with caring responsibilities is valuable.

Before we look at what you can do to support those working carers, let’s first of all start by looking at the scale and impact of this across the UK. From that, you can extrapolate how this is likely to be affecting your workforce and how many of your workforce it is likely to be affecting. According to Carers UK, 6.5 million people in the UK are carers. Of those, approximately 40% are caring for a parent or a parent-in-law, 4% are caring for a grandparent and 7% for another relative, perhaps an uncle or a sister. If your carer is aged between 45 and 64, typically, these are the people who are going to be your senior leaders. They’re very likely to be caring for someone living elsewhere. For example, an elderly parent who is still living in their own home or sheltered housing.

What the NHS tells us is that 1 in 14 people over the age of 65 have dementia, which adds on another whole complex layer to the caring responsibility. For about 72% of our working carers, that care that they provide, whether that’s a few hours a week or a day, that’s on top of full-time paid work. During the pandemic, during the research published during National Carers Week by Carers UK, we discovered that 72% of those working carers have not had a break at all during the pandemic. As you would expect, more of these carers are likely to be women than men.

Definition Of Working Carers

Working carers are people who work and have caring responsibilities. Throughout this episode, I’m focused specifically on those working carers who are caring for an elderly relative. There are two ways that this tends to happen. We have the gradual onset as a parent becomes more and more dependent, needing more medical care, less able to care for themselves and that gradually increases over time. You find yourself spending more and more time looking after that parent or going around to help them. We have a sudden onset that will follow an accident, illness or bereavement. I would like to share two stories that will give you an example of each of these scenarios.

CGP 3 | Carer Friendly Workplace
Career Friendly Workplace: Supporting the carers by promoting an open culture and providing training is essential.

“At the start, mom’s care needs were mainly physical and I would pop in once or twice a week, then she was diagnosed with dementia, too. It got harder on top of a long working week too. I even moved house so I could be nearer. There was no time left for me. Mom was no longer independent, but she didn’t want to go into a home.” In the second story, “I got the call you dread on New Year’s Eve. ‘It’s the London Ambulance Service. It’s your father. There’s nothing that can be done. We’re sorry.’ He was 85. It was a good age, but he had been full-time care of his wife with advanced dementia. My life turned upside down overnight because I couldn’t leave her. Carers were coming in three times a day to care for her, but it wasn’t enough. I ended up finishing my contract a month early to be able to cope.” That story is my personal story. It’s why I’ve got such a keen interest in how we support our caring workers, but also the impact that this is having on an organization’s gender pay gap.

Let’s look at what we mean by working carers. The working definition that was developed by Employers For Carers doesn’t include those individuals who are employed as a professional carer or whose caring role relates solely to a child or to children. When we talk about working carers, we’re talking about the people who are responsible for the care and support of relatives or friends, who are older, disabled or seriously ill, whether that’s physically or mentally and therefore unable to care for themselves. We see a whole range of experiences, from the carer who is providing a few hours a week to the carer who is providing constant support. That carer might be at home, but as we’ve already heard, the carers may well be traveling to support someone in their own home.

What we see is we have periods of high and low demand, depending on the health of that individual person that we’re caring for and the tasks that we’re doing. It might involve personal care. It probably involves handling finances, coordinating with medical and care services, doing the cleaning, cooking or doing the shopping. It can either be a gradual process as you start to realize that your parent or parents can no longer manage on their own or more of a sudden experience following illness, accident or bereavement as it did in my case.

Who are these people who are providing this care? Let’s explore a little bit more about them. What we do know is that women, especially over the age of 40, are more likely to take on caring responsibilities than men. In fact, when we look at the statistics, 1 in 4 women aged 50 to 64 is providing care. Look at that age, 50 to 64, women over the age of 40. That there are your senior leaders, the women who are at the peak of their careers, whether they’re in engineering, project management or service delivery. We are becoming the generation of sandwich carers. We’re having children later and we’re living longer. Women are much more likely to be sandwich carers, where we’re caring for both a young child and an elderly parent. In fact, the peak age for sandwich caring is 40 to 49.

Most caring workers are women who are forced to give up work at the peak of their careers, making a huge impact on their career progression.

Juggling the demands of full-time work and balancing that with caring responsibilities can be difficult. What we see is that there is a lack of carer-friendly workplace policies. For example, paid care leave or flexible working and this combined with a lack of sufficient, high quality and affordable social care services mean an increasing number of employees. Often, these caring workers are women. They’re forced to give up work at the peak of their careers. It has a huge impact on women’s career progression, as well as on their long-term financial security and the wider economy. Therefore, it’s going to have a big impact on your gender pay gap.

We know from the research commissioned by CIPD in 2020, in collaboration with The University of Sheffield, that in England and Wales, there are 3.7 million working carers. For 72% of those carers, they’re doing that care on top of full-time paid work. However, 44% of those working carers have said that they find it hard to combine paid employment and caring responsibilities. What we see is that they experienced difficulties with concentrating at work. They tend to reduce their working hours, so they feel able to cope. They will often turn down job offers, refuse to get a promotion or might decide against applying for a new role because they’re going through and experiencing emotional and physical exhaustion with high-stress levels and feeling completely overwhelmed.

They use up their annual leave or sick time in order to provide care, which means that they have no personal free time. In fact, many of them are in danger of burning out. They will often work at the weekends to make up the hours that they might have used during a normal working week on caring responsibilities. Interestingly, from the data, we see that there was a gender difference. Twenty-five percent of men had been able to take paid leave to provide care, compared with 15% of women. Is that because women might worry about how it might be perceived or maybe it’s that they’re already using that annual leave for childcare purposes?

It affects the gender pay gap because typically, the working carers are women. They struggle to balance their caring responsibilities with work commitments because they’re doing the caring on top of full-time paid work. In fact, only 2/5 of working carers believe that their employer was carer-friendly. More than a quarter of these working carers haven’t told anybody else at work about their caring role. One of the reasons they don’t tell anybody is because they believe that nothing would change even if they did. However, if you provide carers with the support that they need, it will benefit both the carer and you as the employer because it will help to improve employee well-being, reduce absenteeism, increase employee engagement and talent retention, and help to close your gender pay gap.

It affects opportunities for women on so many levels. It means that with those women, if they’re reducing their working hours or quitting to avoid burning out, you’re starting to see a lack of females in senior roles, which means it’s making it the norm for men to be visible as the decision-makers. Therefore, it affects how many female sponsors are available in your organization to sponsor those more junior women coming up, which means we’re continuing that cycle of a lack of gender diversity and female presence in senior roles. Effectively, we’ve become stuck in a traditional and inflexible way of working. Women are being excluded from those more senior roles in higher earning potential because they have external commitments, which are equally as inflexible. Caring for children and elderly relatives are not flexible responsibilities.

CGP 3 | Carer Friendly Workplace
Career Friendly Workplace: Having more women in senior-level roles has a direct, immediate, and tangible impact on the gender pay gap. It can also act as a catalyst for a less tangible and yet positive shift in cultural change.

Having more women in senior-level roles has a direct, immediate and tangible impact on the gender pay gap, but it can also act as a catalyst for a less tangible and yet positive shift in your cultural change. Half of the working carers felt that their caring responsibilities had affected their job. Most working carers have experienced difficulty concentrating at work because of their caring responsibilities. They’re feeling mentally and physically exhausted. They’re overwhelmed, stressed and burning out. That’s why 30% of these working carers have reduced their hours of work. Thirty-six percent of them have refused a job offer or promotion, or they’ve decided against applying for jobs because of their caring responsibilities and they can’t see how they’re going to be able to balance caring with working. Twenty-nine percent of them have said they’re considering reducing their working hours and 24% are thinking of giving up their job altogether because of their caring role. This will affect your overall gender pay gap.

From the research, we know that what working carers value most is being able to use the telephone or having private time to make and receive calls. That call to the GP or social care needs to be made during a normal working day. What’s also valued is being offered counseling or well-being support through your employee assistance program, a formal policy on unpaid or paid leave for carers and signposting to external sources of support. Working carers are so overwhelmed and lacking in free time that they simply don’t have the time to find out where else they can get support, what support is available, giving them guidance on organizational support. Perhaps providing a carer’s network or forum, having carers awareness days and making use of the National Carers Week to highlight the impact that this might be having on your workforce.

What’s valuable is having autonomy and flexibility in their working hours. It’s not just the flexibility in working hours, but it’s having the autonomy and power to decide how those working hours can be flexible. Flexible working, for example, the ability to work from home on some days, having access to job share, compressed hours or annualized hours. There are barriers to support. The carers simply don’t tell in their network. They don’t tell the HR and occupational health. They might not even have told their line manager. If they have done that, they’ve often done it on an informal basis, but 28% of these working carers haven’t told anyone at work at all.

There’s a general lack of awareness of what support is available within an organization. Even if people are aware that there is support available, there’s that lack of awareness of how to access that support. These people, typically women, are feeling stressed and overwhelmed. They have very little free time. They feel like they’ve got problems associated with how they organize their work and working time. They’re worried and concerned that if they ask for support that it’s going to damage their future career prospects and so they don’t tell anyone at work, which means they’re more likely to be experiencing overwhelm, stress and potentially burnout.

Women working carers go through emotional and physical exhaustion with high levels of stress and feeling of overwhelm.

Support Of Employers

As an employer, there are some things that you can do to help and support those working carers. The first thing is to have a carer policy or at least a framework or guidance, and including that, a clear definition of what it means to be a carer. To outline the different roles and responsibilities and, importantly, to communicate what your approach is so that you start to embed a culture of support. Flexible working for everyone, but at least introduce flexible working to support working carers. Make sure that when you hire, you’re hiring flexible. Be very transparent about your flexible working practices. What can be powerful is for you to empower line managers to support flexible workers in the way that suits the team or department.

You can also support those working carers by providing carer’s leave, whether that’s paid or unpaid. The one thing you do need to be aware of with a carer’s leave is that you need to be flexible and adaptable. If somebody needs a carer’s leave or if they need to take time off, it’s likely to be in an emergency. Therefore, it’s likely to be requested at very short notice. You can also help your line managers to support the carers by promoting an open culture, being knowledgeable about your organization’s approach to supporting carers. Providing training for those people who are managing teams or departments, so they know exactly what is available, how to signpost those working carers and get engaged senior leaders in supporting carers so that you start to create a more inclusive culture.

You can also provide information and peer-to-peer support. You could think of developing an in-house support group for carers or providing information on workplace support and make sure that’s readily available for everyone. If you’re not able to provide support in-house, then at least signpost to other sources of information. These working carers, these women who are your senior leaders, are short on time to research and find out what else is available. In summary, we are the sandwich generation. Women are more likely than men to take on those caring responsibilities and be taken on those caring responsibilities on top of a full-time paid job. Working carers tend to affect women who are at the peak of their careers. These sandwich carers are typically aged between 40 and 49. 1 in 4 women, age 50 to 64, is providing care.

Those women are your senior leaders. Those are the women who are becoming stressed, overwhelmed and exhausted. They’re burning out, which means that it’s affecting their productivity, creativity and decision-making. They turn down promotions, ask for reduced hours or quit altogether, which means that you’re losing women from the top and upper-middle quarters. You’re losing your role models. That means that your gender pay gap will stagnate or even widen.

I hope you found this useful to read about how you can support your working carers and how doing that will allow you to start to close your gender pay gap. If you would like a conversation about how to support your working carer so that you can start to close your gender pay gap, please do get in touch with me at Sherry@SherryBevan.co.uk.

Thanks for reading. I’ll be back very soon.

Important Links:

CGP 2 | Promotion After The Pandemic

COVID-19 And The Gender Pay Gap: Why Women May Have Less Chances Of Promotion After The Pandemic

40% of employers expect more than half of their workforce to work from home after the COVID-19 pandemic has ended, and many of these are women. The danger is that women will become less active and less visible in the workplace. With less visibility comes lesser chances of promotion.

In this episode, we explore:

  • why Covid-19 pandemic has had and will continue to have a bigger impact on women’s careers than on men’s, even in the technology sector
  • how the future workplace and the introduction of hybrid working is going to affect women’s career prospects
  • the risk of hybrid working on the visibility of women and how this will have a negative impact on your organisation’s gender pay gap
  • what you can do to stop this from happening and protect your reputation as a forward-thinking employer striving to attract, develop, and retain female talent in its workforce.

Key resources mentioned in this episode:

Annual report 2020 of the Women and Work All Parliamentary Group

Hackajob’s survey on What Do Tech Talent Want in 2021

Does Working From Home Work?

PwC’s Women In Work Index 2020

Find out more about the Women In Technology Leadership programme HERE.

Book an exploratory chat:

Book an exploratory chat with me! I’m offering exploratory calls with me so that you can ask any questions you have about the work I do with technology companies on attracting, developing, and retaining your female talent so you can close the gender pay gap.

If you’d like a totally transparent conversation about how working with me could support your organisation’s talent goals, email me to book a call now: sherry@sherrybevan.co.uk.

Sign up to newsletter:

If you’re looking to stay in touch with the latest industry trends, research, and best practice to develop and retain your female talent so that you close the gender pay gap and bring major benefits to your organisation in 2021 and beyond, sign up to my monthly newsletter here: http://www.sherrybevan.co.uk/newsletter-signup/.

Connect with Sherry:

Email me: sherry@sherrybevan.co.uk

Follow me on Twitter: https://twitter.com/SherryRB

Connect with me LinkedIn: https://www.linkedin.com/in/sherrybevan/

Listen to the podcast here

COVID-19 And The Gender Pay Gap: Why Women May Have Less Chances Of Promotion After The Pandemic

Welcome back to this episode in which we’re going to explore how COVID-19 is having a bigger impact on women’s careers than on men and what employers can do about it. I’m sure if we were all back in the office, we’d be swapping stories of how we got the barbecue out for the first time, how busy the beaches and parks were, how good it was to have a sunny bank holiday weekend whereas there’ll be many of us also wishing at the same time that it would rain because the garden needs a good soak. I’ll happily confess that I’m in that second camp wishing that it would rain so I can get my plants a good soaking. I’ve been sheltering from the sun so that I can finalise the preparations for my next Women In Technology Leadership Programme, which started on June 28, 2021.

Not only has COVID-19 affected our conversations after the bank holiday weekend. I don’t know about you but it seems that every week there’s a new report being published on how COVID-19 is having a negative impact on women and on their careers which means that longer-term, the gender pay gap will widen. You might be thinking, “It’s not a big problem for us in technology,” because after all the lockdown has mainly affected those sectors where women are overrepresented, such as hospitality, arts, retail, childcare which have all been shut down for long periods of time.

What you’ve got to remember is that across all sectors, including technology, women were more likely to be trying to balance full-time working and full-time homeschooling. The report from the Women and Work All Parliamentary Party Group shows that women were more likely to have requested furlough holiday or unpaid leave so they could homeschool despite their worries that this would put their careers on hold and that in the long-term that ultimately pay the price by missing out on promotion opportunities. Indeed, we know that many women decided to quit the workforce altogether rather than risk complete burnout of trying to do it all.

Explore the growth mindset so that you can identify any limiting behaviours.

The good news is over the years, all countries across the Organisation for Economic Cooperation and Development (OECD) have made consistent gains towards progress for women in work. In the PricewaterhouseCoopers’ Index they studied a range of factors, including the gender pay gap and female unemployment. It showed that progress for women in work is expected to fall more than 2% between 2019 and 2021. It warned that progress towards gender equality needs to be twice as fast as its historical rate, simply in order to undo the damage caused by COVID-19 to women in work. As you know, gender pay gap reporting has been compulsory for employers in the UK with 250 more employees since 2017. This means employees must report the salary difference between male and female workers. In 2020, compulsory reporting was suspended at the outbreak of the pandemic. It’s not going to restart until October in 2021.

There’s a great quote that I’d like to share from Laura Hinton, who is PwC’s Chief People Officer. She says, “It’s paramount that gender pay gap reporting is prioritised. We’ve targeted action plans, put in place as businesses focused on building back better and fairer.”

Indeed, the CMI strongly recommends employers to develop time-bound, target-driven action plans to address the issues arising out of your Pay Gap analysis.

Having a published action plan sends a clear commitment to your staff, customers, shareholders and to other stakeholders that you understand what is causing any pay gaps and more importantly, that you’re going to take meaningful steps to address those challenges.

CGP 2 | Promotion After The Pandemic
Promotion After The Pandemic: Many women decided to quit the workforce over the past 12 months rather than risk complete burnout of trying to do it all.

COVID-19 has brought positives too. We’ve all experienced more workplace flexibility than we might ever have imagined years ago. In September 2020, CIPD published a report on new ways of working post-pandemic. It showed that 40% of employers expect more than half of their workforce to work regularly from home after the pandemic has ended. If you compare that before the pandemic when they expected 5% of their workforce to work regularly from home, many workers don’t want to go back to the standard 9 to 5 in the office.

Technology is not an exception. In a survey by the tech job market platform, Hackajob, 86% of technology professionals want a work-from-home arrangement after the pandemic. Of the 1,700 technologists surveyed, only 14% of them want to go back to a company office on a full-time basis. Around 25% of them want to work remotely on a permanent basis and 60% had said that they’d be happy with a hybrid solution so that they work from the office occasionally and spend the rest of the week working from home.

We’ve seen a flurry of hybrid working announcements from forward-thinking employers. As we know genuine flexible working has always been very appealing and very persuasive to attract the best female talent. Deutsche Bank confirmed it has moved to adopt hybrid working and plans to mix office days with remote working. The Bank of Ireland has said they will implement a hybrid working model for its workforce and it’s going to establish hubs that will allow staff to use desks and attend meetings. Although flexible working was already in place before the first lockdown, the pandemic has accelerated the longer-term strategy for the bank. Accountancy firm KPMG told 16,000 staff that they can leave early one day a week, as part of a move towards more flexible working after lockdown. This is part of their strategy to promote wellbeing.

Not all organizations are going down this route. We’ve seen from Google that they’re actively encouraging staff to return to the office for at least three days a week. Goldman Sachs has told its UK bankers that they need to be ready to return to the office when lockdown restrictions are expected to be lifted. While we’ve all been working from home, it didn’t matter where you were based. We’ve all been equally remote and therefore equally visible. While working from home has brought its challenges with home life distractions, trying to balance that working from home with homeschooling, fighting over who gets the home office space versus who’s going to be perched at the kitchen table, there’s less of that water cooler chat where you can share challenges and get fresh insights.

Many of us do prefer to work from home because it allows for a better work-life balance. You don’t have the stress to commute. Very often it means you can be more productive with fewer distractions. The danger though from a gender pay gap point of view is that if more women than men take up the option of remote working, women will become less visible in the workplace. We know that visibility matters even when management says it doesn’t. A new study from the ONS, the Office for National Statistics, says that people who mainly work from home prior to the pandemic were far less likely to receive a promotion or a bonus compared with their office-based counterparts.

Visibility at work is a critical factor for progress at work. Less visibility will lead to women being less likely to get promotions and the accompanying pay rise which means that your gender pay gap will widen as a result. This isn’t a new problem for remote workers. If we go back to 2015, researchers from the Stanford Graduate School of Business found that while people working from home were 13% more productive, they were not promoted at the same rate as their in-office colleagues. The study’s lead author commented that it was striking that promotion rates plummeted. It was roughly half the promotion rate compared to those in the office. Why is that? What can we learn from that as we go to a more hybrid working practice in the future?

CGP 2 | Promotion After The Pandemic
Promotion After The Pandemic: Many of us prefer to work from home because it allows for a better work-life balance.

This study suggested that there were two key reasons. First, if you’re working from home, you don’t have the same opportunity to develop relationships and managerial skills. Secondly, you may well have those skills and the skills to develop relationships remotely, but you don’t have the same opportunities to demonstrate those skills and relationships. It’s out of sight, out of mind. In another study published in 2019 reported that remote workers whose promotion prospects suffer because of lack of FaceTime find that their workload increases. This comes back to the presenteeism thing. Office-based colleagues are often perceived to be working harder even if they’re working badly, whereas those who work from home often end up going above and beyond to make up the perceived difference, so they don’t get forgotten.

When we look at who wants to work from home, those with a higher preference for working more days at home tend to be people with disabilities, people with children and women. The danger is if you let people choose, it’s likely to be the young, ambitious, single man who doesn’t want to work from home. They’ll come into the office and be visible. Therefore, charge ahead in their careers while others who feel invisible fall behind and don’t get promoted, which means that in a few years’ time, you’ll observe an even greater lack of diversity in your leadership. However, it’s within your control. You have the power to determine the long-term effects of the pandemic on your female talent pipeline. You can raise awareness of how communication and behaviour at work affect how you’re likely to be perceived by coworkers and senior management.

You have the power to determine the long-term effects of the pandemic on your female talent pipeline.

You can teach employees how to get more visible so that they make a big impact in the workplace even if they’re regularly working from home. You can educate your female talent so they know how to appreciate their unique strengths so that they can clearly articulate their skills, ambitions, value to the business and be able to communicate that to their senior management. You can communicate the importance of setting and maintaining clear boundaries so that your female talent doesn’t start to burn out because they’re going above and beyond to make up that perceived difference. If they burn out, then ultimately, they’ll quit. You can support your promising female leadership talent to build networks both internally and externally, so they feel less isolated, which means they’re more likely to put themselves forward for promotion.

You can do this yourself. You can design and deliver a series of workshops, run brown bag lunchtime drop-ins. You could publish useful career advice on your internet. You could run your own internal leadership development program, invest in executive one-to-one coaching or send your female talent to an external leadership development program such as the one that I run. The additional benefit is that you’re sending a powerful message. It clearly communicates your organization’s awareness of the impact of COVID-19 on women’s careers. It will demonstrate your commitment to female talent development and your commitment to closing the gender pay gap.

Why is it important? How does it help you to close the gender pay gap? First, it enhances your reputation as an employer, taking proactive steps to develop, retain its female talent, helping them to show up and be more visible even if they’re working more often from home. That means you’re more likely to attract the best female talent in the first place. My program offers blended learning and development in a structured format in which we explore the key principles of authentic leadership so that participants develop their leadership skills, they get to improve on their negotiation skills, build and nurture their resilience, enhance their communication skills and raise their levels of emotional intelligence and self-awareness. All of this means that they’re going to be better informed and equip to take personal responsibility and ownership for managing their own career with more confidence and purpose. It’s not all down to you.

During the program, we’ll take time to allow the participants to get crystal clear on their strengths and how to leverage these. We explore a growth mindset so that we can identify any limiting behaviours. The idea of that is that women then can continue to grow and develop even after the program finishes. Whether you run a leadership development program in-house or send your staff to an external supplier, it builds an internal network. There’s more cross-departmental promotion of your female talent. The end result is your participants will come away feeling inspired, encouraged and motivated. They become leading role models, which means you start to see a ripple effect across the workforce.

One of the big benefits of a leadership development program is that participants will build and develop that own circle of trust, their internal career support network. This means they’ll feel less isolated and more supported. Therefore, they’re more likely to put themselves forward for promotion because they know they’ve got those cheerleaders in their team. If you’d like to discuss how the Women in Technology Leadership program will stop COVID-19 from having a negative impact on your organisation’s gender pay gap by raising the visibility of women, book a call with me and let’s talk. Thank you for reading. We’ll be back in the next episode.

Important Links:

CGP 1 | Gender Pay Gap

Addressing The Gender Pay Gap: Why Equal Pay Is Not The Only Solution

Sometimes, when I reach out to technology companies to find out what they’re doing to close their gender pay gap, they tell me “We don’t have a problem, we have an equal pay policy.” You can have an equal pay policy and still have a gender pay gap. The two are related, but they are not the same.

In this episode, we explore the difference between an equal pay policy and the gender pay gap so that you understand how your employer is offering equal pay and still have a gender pay gap. In order to close your gender pay gap, your organisation needs to think more broadly about how to attract, retain, engage, and develop more women through the talent pipeline.

Key resources mentioned in this episode:

Find out more about the Women In Technology Leadership programme HERE.

Book an exploratory chat:

Book an exploratory chat with me! I’m offering exploratory calls with me so that you can ask any questions you have about the work I do with technology companies on attracting, developing, and retaining your female talent so you can close the gender pay gap. If you’d like a totally transparent conversation about how working with me could support your organization’s talent goals, email me to book a call now: sherry@sherrybevan.co.uk.

Sign up for to newsletter:

If you’re looking to stay in touch with the latest industry trends, research, and best practice to develop and retain your female talent so that you close the gender pay gap and bring major benefits to your organization in 2021 and beyond, sign up to my monthly newsletter here: http://www.sherrybevan.co.uk/newsletter-signup/.

Connect with Sherry:

Email me: sherry@sherrybevan.co.uk

Follow me on Twitter: https://twitter.com/SherryRB

Connect with me LinkedIn: https://www.linkedin.com/in/sherrybevan/

Listen to the podcast here

Addressing The Gender Pay Gap: Why Equal Pay Is Not The Only Solution

My name is Sherry Bevan and you are reading the blog Closing The Gender Pay Gap. In this episode, we are going to be looking at the difference between equal pay and the gender pay gap. Very often, what I find at the start of a relationship with a client is that they tell me, “We have an equal pay policy. We are okay. We don’t have a problem. We don’t have a gender pay gap because we apply equal pay for equal work.” That is brilliant and fantastic. I applaud you for having that equal pay policy in place. It’s certainly a foundation step to closing your gender pay gap. However, the fact that you have an equal pay policy does not mean that you don’t also have a gender pay gap because the two are quite different and measuring different things. That’s what we are going to explore. We are going to take a look and dive deeper into what we mean by equal pay. We are also going to explore what we mean by the gender pay gap and how the two are related.

That’s a very quick plug for that. If you want to send people, it’s £3,000 per person but as I said, the door is closed on the 25th of June 2021 so you do need to get in touch very quickly.

And very briefly about the program itself: it follows a structured format running over 24 weeks and we will explore key principles of authentic leadership, negotiation skills, communication skills and emotional intelligence. It’s blended learning so it includes an element of one-to-one coaching with each individual participant as well as group work and some online resources. Do get in touch.

Email me if you would like to talk about sending somebody on that course.

What Is Equal Pay?

Let’s get back then to equal pay and the gender pay gap. What’s the difference between the two and how do they relate to each other? Equal pay is the right for men and women to be paid the same by their employer for doing equal work. If you’ve got an equal pay policy, then that’s fantastic. It’s very much a foundation for closing that gender pay gap because you can have equal pay and have a gender pay gap. Barbara Castle was the Labour and Employment Minister who introduced the Equal Pay Bill back in 1970, though it didn’t come into force until 1975 on the same day as the Sex Discrimination Act.

Why tech companies need to understand the difference between equal pay and the gender pay gap

When we talk about equal pay, it applies to pay, salary, and all the other terms and conditions of employment including your pension, working hours, the annual leave allowance, holiday pay, overtime pay, redundancy pay, sick pay and performance-related pay. For example, if there’s a bonus in the employment contract as well as other benefits such as gym membership or a company car, equal pay is a legal obligation. The original Equal Pay Act came in 1970 but the Equal Pay Law is now covered by the Equality Act of 2010 and the Equality and Human Rights Commission’s Statutory Code of Practice on Equal Pay.

Let’s think about who has a right to equal pay, what that means, when might differences be allowed, and then how does that relate to the gender pay gap? Let’s start by thinking about who has a right to equal pay in the UK. In fact, it’s all employees, workers, apprentices and agency workers. It’s applicable regardless of, whether somebody works full-time, part-time if they are on a temporary or permanent contract. It also applies to self-employed people who had to personally do the work.

CGP 1 | Gender Pay Gap
Gender Pay Gap: It’s important that you understand why you have a gender pay gap so that you can do something about it.

When we are looking at the equal pay law, equal work means like-work where the job and the skills are the same or similar but it can also apply to work rated as equivalent. That’s usually done using a fair job evaluation and it could be rated as equivalent because it’s the level of skill, the responsibility and the effort needed to do the work. We also have work of equal value so work that is not similar but it is of equal value and that might be because of the skill and training required, the responsibility or the demands of the working conditions. Two different jobs can be classed as equal work even if the roles themselves are completely different.

When are differences allowed? There are occasions when you might be allowed by law to pay somebody differently than someone of the opposite sex who does similar work. You can do this if that person is better qualified. If their skills are crucial to the job and they are hard to recruit. You can also do that. I pay them more depending on where they are located. For example, if your staff is based in London where the cost of living is higher, you might pay those staff more than you pay staff who perhaps based in Plymouth. You can also pay somebody differently if they do night shifts and the employer can prove that they can only cover those night shifts by paying staff more. Those are when the differences can be allowed for equal pay.

If you don’t do anything about gender pay gap, it’s likely that you’ve failed to attract the best talent out there.

There was a European Court ruling against Tesco. The female workers at Tesco who worked on the shop floor argued that they fail to receive equal pay for work of equal value when they compare themselves to the workers in a different location in the warehouses in the distribution centres, and this follows on from a ruling from the Supreme Court back in March 2021, that workers on the shop floor Aster could compare themselves with employees or workers in their work warehouses and distribution centres. You can see the people working on the shop floor are doing something quite different to the warehouses and distribution centres. However, it has been deemed that those two different jobs are of equal value and therefore, those workers should receive equal pay. That’s likely to be quite an expensive ruling for both Aster and Tesco.

The Gender Pay Gap

Let’s move on then and think about the gender pay gap. The gender pay gap relates to the shape of your workforce and the difference in average earnings between women and men. There are lots of reasons why you might have an equal pay policy and have a gender pay gap. For example, if you’ve got lots of women who are on predominantly lower grades or working in less well-paying parts of the business if women tend to leave before promotion, if you’ve got lots of men in the more senior roles or if a high number of your female workforce only work part-time, the gender pay gap in itself is not unlawful.

You must understand why you have a gender pay gap so that you can do something about it and you can protect your reputation as somebody else decides that you should be doing something about it. It’s not only your reputational damage that is at risk. If you don’t do anything about your gender pay gap or you don’t even understand, whether or not you have one and what the causes are, then it’s likely to be that you’ve failed to attract the best talent out there. You will find that your attrition rates are much higher than they ought to be. If you are producing diverse products and services for a diverse audience, then you should be having a diverse and inclusive team working on those products and services.

CGP 1 | Gender Pay Gap
Gender Pay Gap: If you’re producing diverse products and services for a diverse audience, you should be having a diverse and inclusive team working on those products and services.

There are financial or business benefits as well. Companies in the top quarter for gender diversity are 15% more likely to outperform industry medians. A study by Morgan Stanley showed that when you have a better balance or more even balance of men and women in the workforce, those organizations delivered better returns and were less volatile. The more diverse your team, the better it is for profitability. When it comes to the technology sector, in particular, we know that around 78% of large organizations do have a gender pay gap. In fact, when we look at smaller businesses, their gender pay gap appears to be larger. There are lots of reasons for this. We know for a start that fewer women come into technology than into other sectors but there are other reasons that you might be having a gender pay gap as well.

Questions About The Gender Pay Gap You Should Be Asking Your Organization

Let’s explore some of the questions that you can ask yourself so you can start to understand your gender pay gap, why you have a gender pay gap, and therefore, what can you do about it? The first question to think about is, “Do people get stuck at certain levels?” You can do this by looking at your quarterly breakdowns. Look at the percentage of women versus men in the top quarter, in the upper-middle quarter, your bottom middle and your lower quarter. What we sometimes see in some organizations is that the split between men and women is pretty even in the bottom-middle and the lower quarter and it’s much more out of balance in that upper-middle and top quarter. Look at your quarters and breakdowns of talent, men versus women. Does it look like perhaps women are only getting to a certain stage in your organization and then quitting?

The next thing for you to look at is the gender imbalance in promotions. If you have several men and women in a certain grade or role, start by looking at the proportion of men versus women in that given grade or role. What would you expect to see is that when it comes to applying for promotion, the proportion of men and women applying matches the proportion of people in that grade and then you need to start looking at, “If I have 40% women and 60% men in that particular role, am I getting 40% women applying for promotion? Am I getting 40% women making it to the assessment stage and getting shortlisted and am I promoting 40% of women? Does the proportion of who gets to what stage match what you would expect? Is it relevant to the proportion actually working in that grade?” You can start to analyse and think about what it is because women aren’t applying for promotion or are it because they are not making it through?

You can have equal pay and have a gender pay gap.

The next question for you to think about is, “Are you more likely to recruit women into the lower-paid roles?” You would be looking at where people are coming into the organization and what roles they are being recruited into. Are you finding that your men and women are leaving at different rates, particularly looking at your more senior, higher-paid roles? Does the proportion of men and women leaving match or relate to the number of women at that grade? Are there particular aspects of your pay that differ by gender, for example, starting pay or bonuses? When it comes to starting salary, do you allow for negotiation at that starting stage? What we do know from all the research is that men tend to negotiate more often on their starting salary. Women do it less often, perhaps have less confidence about it but interestingly, if women do negotiate, they are often judged more harshly because it’s not what we are expecting of a typical female coming into a position.

The next thing to look at then is, do men and women receive different performance scores on average? You need to delve into your data, break it down by job and grade. Another thing to think about is, does it incorporate a self-assessment of performance and look at that separately? Again, what we know from the research is that men tend to overinflate their self-assessment scores and women tend to underrate themselves. They rate themselves lower than what their manager would rate them.

CGP 1 | Gender Pay Gap
Gender Pay Gap: Companies in the top quarter for gender diversity are 15% more likely to outperform against industry medians.

Another aspect to think about are your part-time employees or your remote workers. How do you actively support them to progress in their careers? Is it a well-known thing in your organization that if you are working part-time that you don’t get promoted? What about your remote workers? That perhaps is even more important to think about now that we are starting to see a more hybrid workplace in 2021 as we are coming out of lockdown.

The next thing to think about is, “Are you supporting both men and women to take on caring responsibilities?” This is where I would encourage you to look at the uptake of flexible working. What about shared parental leave or paternity leave? If you do an employee engagement survey, what do employees feel about taking up flexible working? Do they feel supported to do it? Do they feel supported if they work part-time? Are your staff even aware of what options are available?

The gender pay gap relates to the shape of your workforce and the difference in average earnings between women and men.

You may well have an equal pay policy but you might also have a gender pay gap for all of those different reasons that we have outlined. We know that 15% of people working in STEM in the UK are female and only 5% of leadership positions in STEM are female. The pay gap overall in the technology sector is around 19% and the bonus difference is around 41%, which is pretty big. We have looked at the difference STEM between equal pay and the gender pay gap and why you could have an equal pay policy but actually, you have a large gender pay gap. It’s not that the gender pay gap on its own is unlawful but it does make sense for you to be understanding why you have a gender pay gap so that you can do something about it.

Otherwise, you have and you also risk losing out on market share. We have looked then at the difference between equal pay and the gender pay gap. We have explored why having an equal pay policy on its own does not mean that you don’t also have a gender pay gap. It’s not that the gender pay gap is unlawful but it makes sense that you understand why you have a gender pay gap so that you can understand what’s causing it and do something about it. We know that organizations that invest in their female talent and close that gender pay gap will do better in the long-term. I will be back very soon with the next episode. I hope you have enjoyed this one. If you do want to send women to my Women in Technology Leadership Programme, please get in touch very quickly because doors close on 25th of June.

I will talk to you next time.

Important Links:

About Sherry Bevan

A former Global Head of IT Service in a City law firm, my 25+ years’ leadership experience at firms such as Arthur Andersen (now Deloitte), Credit Suisse and McDermott Will & Emery gives me a first-hand understanding of the challenges faced by women in technology.

At the heart of what I do is creating clarity for women so that they get the confidence to lead in a way that amplifies their natural strengths and styles.

We all know that inclusion should be the norm and that inclusive organizations are more successful, more productive and more impactful. We feel the pressure to reduce the pay gap and improve pay transparency while maintaining company culture.

You can speed up the change by bringing in an experienced consultant, trainer and coach to help you close that gap.

How hybrid working will widen the gender pay gap

With the news that the government remains cautious about deciding whether to end all Covid restrictions in England on 21 June, we are all eagerly awaiting details of the next stage out of lockdown.

Every day there’s another story about the havoc being wreaked in the wake of Covid-19.

And every week, a new report is published on how Covid-19 is having a negative impact on women and their careers which means that the gender pay gap will widen. 

While we all recognise that women are over-represented in the hardest hit sectors such as hospitality, leisure and retail which have been shut down for long periods of time, across all sectors, women are more likely to be trying to balance full-time working and for several months full-time home-schooling. 

This means that women were more likely to have requested furlough, holiday or unpaid leave so they could home-school (reported by the Women and Work All Party Parliamentary Group) despite their worries that this would put their careers on hold and that they’d ultimately pay the price by missing out on promotion opportunities.

Indeed, many women decided to quit the workforce altogether, rather than risk complete burnout. 

All of this will contribute to widening, not closing, your gender pay gap.

On the other hand, we’ve experienced more workplace flexibility than we might ever have imagined. 

We’ve seen that remote working really does work BUT there is a danger that the continuance of remote working in the future will widen the gender pay gap?

In September last year CIPD published a report on new ways of working post- pandemic which showed that 40% of employers expect more than half their workforce to work regularly from home after the pandemic has ended. 

Heralding the ‘flexible working’ of the future

We’re seeing a flurry of ‘flexible working’ announcements from forward-thinking employers:

  • For example, the Bank of Ireland UK has said it will establish “hubs” to allow staff to use desks and attend meetings.
  • Professional services firm KPMG has told its 16,000 staff they can leave early one day a week as part of a move towards more flexible working after lockdown.
  • EY told its 17,000 staff that the accountancy firm will move to a “hybrid working model”, mixing work in the home and the office and that staff will be expected to work from home for at least two days a week.

While we’ve all been working from home, it didn’t matter where you were based. We’ve all been equally remote and, therefore, equally visible.  

However, from the research, we know that those more likely to want to work from home more often are people with disabilities, parents of young children and women.

There is a big danger here.

If more women than men take up the option of remote working, women will become even less visible in the workplace. 

Visibility at work is a critical factor for career progress. 

Less visibility will lead to women being less likely to get a promotion and the accompanying pay rise which means that your gender pay gap will widen as a result.  

However as an organisation you can have a positive influence on the long-term effects of the pandemic on your female talent (and therefore your gender pay gap) by: 

  • raising awareness of how communication and behaviour at work affects how you are likely to be perceived by co-workers and senior management 
  • teaching how to get more visible so employees make a bigger impact in the workplace even if working regularly from home
  • educating your female talent how to appreciate their unique strengths, so they can clearly articulate their skills, ambitions and value to the business 
  • communicating the importance of setting and maintaining clear boundaries, so your female talent doesn’t start to burn out and ultimately quit
  • supporting your promising female leadership talent to build career support networks so they feel less isolated which means they are more likely to put themselves forward for promotion
  • submitting your gender pay gap report before 5 October when enforcement action starts so that you have the data you need to monitor the impact of Covid-19 on your gender pay gap.  

You can help to ensure that your female talent knows HOW and WHY to stay visible, even if working from home in a variety of ways e.g. workshops, lunch ‘n’ learns or a leadership development programme. 

Women In Technology Leadership programme

Running a leadership development programme sends a powerful message that clearly communicates your organisation’s awareness of the impact of Covid-19 on women’s careers and demonstrates your commitment to gender diversity and female talent development. 

You may not have the resources or bandwidth in-house to design, develop and deliver a leadership development programme and that’s why I’d like to tell you about my Women In Technology Leadership programme which starts on Monday 28 June.

The Women in Technology Leadership programme has been designed specifically for women working in technology, a traditionally male-dominated environment.

It offers structured blended learning which incorporates 1:1 coaching, group calls and access to online tools and resources so that participants develop their leadership, communication and negotiation skills, build their resilience, grow in emotional intelligence and self-awareness so that your female talent knows HOW to remain visible, even if working remotely, which means that you avoid the negative impact of hybrid working on your gender pay gap.

Get in touch today to book an exploratory call about the Women In Technology Leadership programme.  

How women only leadership programmes help close the gender pay gap

Technology may be a trail-blazing sector but when it comes to the gender pay gap, men are still out-earning women from promotions to pay cheques.

At the same time, there are increasing demands from both shareholders and employees for a diverse and inclusive workforce. Not just because it’s good for profitability but it increases productivity and enhances your reputation as a world-class employer.

Women feel less entitled than men

A report published by The Female Lead earlier this year found that “Women have been socially conditioned to feel less entitled than men in all areas of their lives and this has created a big entitlement gap between men and women.

This means that even in organisations with a strong commitment to workforce diversity, we see career progression plateau for mid-career women while male progression continues to rise.

When you develop target-driven action plans, it sends a clear commitment that you understand what is causing your pay gaps and that you will take meaningful steps to address those challenges.

A women’s leadership development programme is one tangible initiative that gets a significant return on your investment.

But if you’ve never offered one before, it may be overwhelming to start with an in-house initiative. That’s why I offer employers the opportunity to send your staff to participate in a public Women In Technology Leadership programme.

Get in touch to find out more about my next public programme which starts in June 2021.

Why a women only leadership programme?

Given that the technology sector tends to be male-dominated, it’s appropriate to introduce a women-only programme.

Such initiatives are welcomed by women because they provide a safe environment for discussion and an opportunity to talk about particular perspectives that women experience in (and out of) the workplace.

Whether you run in-house or send participants to a public offering, a women’s leadership development programme will:

  • Enhance your reputation as a forward-thinking employer taking proactive steps to develop and retain its female talent which means that you are more likely to attract (and retain) the best female talent.
  • Give an opportunity for participants to be inspired, encouraged, motivated and held accountable so that the participants become leading role models which means that the programme has a ripple effect.
  • Offer a structured format exploring key principles of authentic leadership so that participants develop confidence in their leadership skills, communication skills, emotional intelligence and self-awareness which means that they become genuine advocates to support you in adapting the cultural landscape.
  • Build skills in areas where women may feel uncomfortable or less confident such as self-advocacy, negotiation, or taking credit for achievements which means that they are better informed and equipped to take ownership for their own careers.
  • Create access to a professional network, a ‘circle of trust’ so that they become more creative and productive with the pooling of expertise and experience which means that they are better equipped to tackle your technology challenges.

The advantages of public training over in-house programmes

Let’s explore the key advantages of sending your female talent to a public training programme:

  • Participants mix with people from different companies and backgrounds so that they gain fresh perspective and new insights which means that they develop original and innovative approaches.
  • Participants are less likely to become isolated and stuck in the ‘traditional’ ways of doing things, which means that they are more likely to develop modern and inventive products.
  • Increased privacy and confidentiality so that participants feel safe to share challenging scenarios which means that they are more likely to tackle similar situations in a more mature and considered way in the future.
  • More cost effective than running a full women’s leadership programme in house which means that you are more likely to get budget approval to ‘test the waters’.
  • You don’t need to book meeting rooms and organise supplies which means that it reduces the administrative burden.
  • Work with an established specialist in women’s leadership development which means that you get the benefit of deep-rooted knowledge and experience.

My next public programme – June 2021

It’s for these reasons that I’m offering you the opportunity to send your female talent to my next public Women In Technology Leadership programme.

The price per participant is just £3,000 and the next cohort begins on 28 June 2021.

There is minimal pre-registration involved.

Plus it’s virtual so there are no travel costs involved and your employees can attend from anywhere in the world.

Get in touch today if you’re ready to do more to develop your female talent and start to close the gender pay gap.

A powerful way for tech companies to support female talent development

A powerful way for technology companies to support female talent development is by great way to develop your female tech talent is to sponsor them to attend external networking events.

One of the best ones coming up in the summer is the WomenTech Global Conference which runs from 7-11 June 2021.

I’m delighted to be invited to be one of the speakers when I’ll be talking on How to Manage Your Career with Confidence And Purpose to Realise Your Ambitions.

I’ll be sharing how to make the most of 3 Cs of Clarity, Commitment and Community in order to make a bigger impact so that women can take control of their careers – rather than give away control of their career.

With more than 500 speakers, there’s bound to be several talks of relevance to your staff. 

The event has something to offer if you’re a software engineer, product manager, designer, data scientist, business manager in tech, work for a tech company, startup, digital agency, consulting firm or in a tech department.

Your staff can learn the latest technology, grow their skills and deliver more value to your organisation by attending WomenTech Global Conference (WTGC).

Support your female talent to build a stronger network with women in tech communities worldwide, collaborate locally and globally, find new opportunities and contribute to the community to make an impact.

Find out more HERE.

Plus it’s virtual so your female talent can attend from anywhere in the world.

Let’s talk

If you’d love a call to explore how I can help your company develop and retain female talent to close the gender pay gap, let’s talk. Email me today at sherry@sherrybevan.co.uk.

About Sherry Bevan

Leadership consultant, author and speaker, Sherry Bevan is a former Global Head of IT Service for a City law firm. In 2012, after 25 years in the City, she set herself up as an independent consultant and coach.

Sherry specialises in partnering with technology companies to develop and retain their female talent so that they get promoted which means that you close the gender pay gap, through workshops, development programmes and 1:1 coaching.

Get in touch by email or via LinkedIn to book a call to find out how you can work with Sherry to develop and retain your top female talent.

Top 3 predictions for tech companies who want to close the gender pay gap

Have you reported on your gender pay gap yet? 

As of Friday last week, the number of companies to make their disclosures was just 2,528 which inevitably brings into question the commitment of employers to tackle the gender pay gap. 

Although employers now have until October to report, both the EHRC and the CIPD  have urged employers to report their figures by the usual reporting deadlines i.e. 4 April for the private sector. 

Top 3 predictions for tech companies who want to close the gender pay gap

On LinkedIn last week I shared my top 3 predictions for closing the gender pay gap in 2021

In summary, my predictions are:

  1. The Gender Pay Gap in the technology sector will worsen not improve
  2. An increased focus to improve flexible working practices
  3. Too much focus on the gender pay gap numbers and not the bigger picture

Check out the article HERE to see if my predictions correlate with yours. 

What else I am doing to develop and retain female tech talent this month

One of my technology company clients is about to launch a new women’s network. I’m going to be their keynote speaker at their launch event to talk about how to use networking and personal branding for maximum impact on your career success. 

We’ve worked together to develop a presentation whose aim is to help participants: 

  • recognise the benefits of networking to create positive influence and impact which means that they will be more successful in applying for more senior roles
  • understand how skills such as listening, empathy, and emotional intelligence contribute to building strong business relationships which means that participants feel confident networking in a way that feels authentic and achievable
  • get inspired and encouraged to create and implement effective networking strategies which means that they are more likely to put these into action, even if they are an introvert
  • leave the session with tangible and practical takeaways which means that they will be able to confidently network online or work a room from starting a conversation to elegantly moving onto the next conversation
  • get motivated to leverage their network with authenticity which means that they are more likely to progress their career more quickly

Let’s talk

If you’d love a market insight call to explore what the technology sector is doing to develop and retain female talent to close the gender pay gap, let’s talk. Email me today at sherry@sherrybevan.co.uk.

About Sherry Bevan

Leadership consultant, author and speaker, Sherry Bevan is a former Global Head of IT Service for a City law firm. In 2012, after 25 years in the City, she set herself up as an independent consultant and coach.

Sherry specialises in partnering with technology companies to develop and retain their female talent so that they get promoted which means that you close the gender pay gap, through workshops, development programmes and 1:1 coaching.

Get in touch by email or via LinkedIn to book a call to find out how you can work with Sherry to develop and retain your top female talent.

How to use story telling to close the gender pay gap

It might be a new year but I’m still asking the same question … what do we need to do to close the gender pay gap? 

Particularly for women in technology.

What’s so special about women in technology? Everything and nothing.

Everything because technology has been my chosen sector for the past 30 years. Nothing because the gender pay gap is rampant across all sectors.

So what’s the story that your organisation is telling about the gender pay gap in National Storytelling Week which runs from 30 January to 6 February?

You might think of National Storytelling Week as a campaign for school children, however storytelling is an important part of our cultural heritage. And it’s a great opportunity to try something new and different to tackle the gender pay gap.

Since the beginning of time, we’ve always enjoyed storytelling. Think of the cave paintings from 80,000 years ago. Or the hieroglyphics of ancient Egypt.

So how does telling a story help you to retain and develop your female talent so that you can close the gender pay gap?

Storytelling can make a significant contribution to internal communications and employee engagement. It can be a highly effective change agent to help you introduce and advance organisational change.

Stories can stimulate people to think differently. It gives your female talent an opportunity to project a different vision of themselves in the future so that they are more likely to put themselves forward for promotion or to apply for leadership roles.

Storytelling also gives your leaders and managers a better understanding of how and why to do things differently, by providing concrete examples rather than abstract concepts, which means that you can accelerate organisational change.

If you’d like to explore how storytelling can help retain and develop your female talent, let’s talk. Whether or not this is a new concept for you, your organisation has a fabulous opportunity to use storytelling to celebrate International Women’s Day on 8 March.

If you’d like to discuss what your organisation is doing to develop and retain its female talent and close the gender pay gap, let’s talk.

Get in touch with me HERE to book a call.

Why increasing diversity is a top 10 trend in IT industry

According to Carolyn April, senior director of industry analysis at CompTIA, increasing diversity is one of the 10 trends to watch in the IT industry in 2021.

As reported in the IT Industry Outlook 2021 report, it’s time for companies to move beyond awareness of increasing diversity to public accountability on deliverables.

We know there have been 100s of initiatives and yet progress in many parts of the IT industry is painfully and embarrassingly slow.

One of the reasons that I’m writing a white paper (to be published March 2021) is to explore what is working and what is not to increase diversity in the IT sector.

Is it time for a new approach?

Will your organisation be setting public goals for diversity? And if not, why not?

Please get in touch if you’d like to discuss your 2021 diversity plans.

Shortlisted in The Learning Awards!

I love to keep one foot in employment so that I have a real and lived understanding of the challenges faced by your best female talent.

Back in March, I started a part-time fixed term contract at Macmillan Cancer Support. I joined the Volunteering L&D team to work on a project to design and develop digital induction training for their amazing volunteers.

Less than two weeks later the whole nation went into lockdown and Macmillan was faced with the challenge of converting their face to face emotional support volunteering to a remote offer, almost overnight.

I worked with the very lovely Kathryn Palmer-Skillings and colleagues across the charity to create new learning content, repurpose training materials and create a new digital learning programme for Macmillan’s Telephone Buddy Scheme that was ready to be used within a week.

It wasn’t the project I expected to be working on … but oh my goodness what an incredible experience.

I was part of an amazing team and we all worked really hard. As a result our volunteers were able to support more than 2,000 people living with cancer, in part because of the learning that we created.

Just imagine our delight this week when we heard we’d been shortlisted for the Learning & Performance Institute Learning Awards in the Digital Learning Transformation of the Year.

So exciting … now the long wait until February to find out the winner.

UPDATE – WE WON!!!