The issue of the gender pay gap has raised its thorny head on a number of occasions throughout 2017.
Most notably, the publication of the BBC’s annual report made front-page news in the summer with the revelation that two-thirds of Auntie’s stars earning more than £150,000 a year were male. More recently, Equal Pay Day was ‘celebrated’ on November 10 – the day from which women effectively stop earning for the rest of the year, such are current levels of inequality over wages.
Depending on what calculations you use, the overall national gender pay gap is about 17-18%. In 2011, the Chartered Management Institute said it would take another 98 years to achieve total pay parity; some writers believe that even this prediction is optimistic and that the gap will never be eradicated.
But what about the nation’s 5.5 million small businesses, the lifeblood of the economy? Have SMEs done more than larger companies to reduce the gender pay gap?
To the very best of our knowledge, never before have small business sectors been focused on to distinguish whether it is better to work at, or set up, a small company if you want to help eradicate the gender pay gap.
So that’s where Informi set to work to find out.
Without wanting to spoil the full results of our report, our key findings include:
So while the gender pay gap in 2008 was around the same as the national figure, the gap in the 12 SME-dominated industries we focused on has, significantly, been reducing at TWICE the rate as it has nationally.
But why? And what can large companies, who after all are responsible for publishing their own gender pay gaps by April 2018, learn from SMEs? We spoke to some small business owners to help provide some of the answers.
Anna Skopets is the founder of TreeVitalise, which produces organic birch water designed to be a refreshing, low-calorie alternative to soft drinks and juices. She believes that SMEs are in a much better position to adapt to the changing marketplace, and points to countless examples of female entrepreneur success stories.
“There is, inevitably, much more rigidity and overtness to change in big companies,” says Anna.
“Their complex organisational structures are well rooted in the past and are in the way of very much-needed change. With the millennials taking the driving seat of the economy, they are changing the overall professional culture. Of course, this is much more noticeable at start-up and SME-business level.”
Kim Farrall (pictured above left) is a graphic designer based in Cheshire, and co-founder of Off Grid, an independent design agency. Her business deliberately seeks to work with businesses they are inspired by and who are themselves trying to do something different, meaning that there is a mutual interest between Off Grid and their clients.
“In a small business, you get to know people within your business and truly appreciate their worth, as a person and not just a statistic,” says Kim.
“We can be extremely agile as an SME. Our rates, hours and team can inflate and contract on a project by project basis, meaning that our company can fit around many other businesses.
“Large businesses can’t change in such a way. They become shackled by the processes. No decision can be made quickly, and in a world that is moving quicker each day, you can become outdated, immovable and unequal.”
Chloe Chambraud, gender equality director for Business in the Community, whose members work to build a fairer society and more sustainable future, added that women are held back in part due to the industries where the money traditionally goes.
“For example,” Chloe said, “women are over-represented in the ‘five Cs’ – cleaning, caring, cashiering, clerical and catering – which are traditionally low-paid and insecure roles.
“Meanwhile, male-dominated sectors such as STEM (science, technology, engineering, and mathematics) are also the most likely to have the highest gender pay gaps according to the Office for National Statistics.”
We can be extremely agile as an SME. Our rates, hours and team can inflate and contract on a project by project basis, meaning that our company can fit around many other businesses.
So with inflexibility and tradition holding many larger firms and even some industries back, what exactly can they do to help achieve gender pay parity – even from potentially a tougher starting point?
Kim Farrall believes that a new approach is needed.
“Large businesses, from my experience, far too often overlook the people behind the company,” Kim says.
“Management has criteria to fill, boxes to tick and guidelines to meet which leaves very little time for actual relationships with the co-workers they're managing.”
“Smaller businesses are not burdened by layers upon layers of communication and decision-making,” adds Anna Skopets (pictured below). “They are agile and flexible, and either set up or employ millennials whose understanding of the changing role of women in the professional workplace differs from that of their parent’s generation.”
“For gender pay equality to stop being an issue, we should be seeing more women taking senior managerial roles. It’s at the board level that things need to change.”
Chloe Chambraud believes that some industries need to work harder to attract women to work in them. “We need to increase female representation in male-dominated sectors, such as through unconscious bias training for those involved in recruitment and hiring”, she says. “There is also a need to focus on how to address pay gaps in those undervalued, ‘feminised’ careers.”
“If employers want to create truly inclusive workplaces, they will need to address the root causes of inequality, from increasing transparency in recruitment, appraisal and promotion processes, to normalising agile working and offering financially viable parental leave packages for all parents.”
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