Not without irony, I wrote this paper during a stay with family in India. Around me, a society functions so very differently from the context of which the British regulations are to be applied. It may surprise to hear that Equal Pay law is here well-established in the same way as closer to (my) home and in the same way it should be “taken as read” that men and women cannot be paid differently for the same work.
I am struck by around me the affluent woman may in fact find it easier to get set for work on an equal basis, given that childcare options are so very differently available. Add to this the support that society offers to protect women in the course of their working lives in terms of safety and some odds are stacked curiously in favour. The greatest difficulty in some family environments could well be anyone seeing the need for an educated woman to wish to bother to put in the effort.
If gender pay is interesting in one context, then it is even more so when that context is wider. At its widest the “people at work” question is, for me, one to remember.
Read here a discussion paper on Gender Pay Gap Reporting and the new requirements to come in this year.
About the Author: Kate Wadia
Kate’s passion at work is for bridging the gap between technology and people at work, translating for HR professionals the language of HR systems and making meaningful their potential. She believes that success with people technology is through people and that people are the differentiator. Using simple techniques drawn from HR experience, project management, business psychology and analogy with everyday life, Kate presents and explains how to work well with technology and technology projects in an HR leadership role. With a background in contrasting private and public sector HR management, Kate developed her thinking in seeking for herself to understand her first HR systems project-work. Kate is currently a Director of Phase 3 Consulting, offering an independent take on the HR systems market in the UK, through a network of experts and a talented, growing internal team. Kate’s guiding principle is that openness offers knowledge-sharing, credibility and trust. Incorrigibly enthusiastic and up absurdly early for a working morning, she swears that she only drinks three good coffees a day, but nobody believes her! Kate also writes as an HR Zone columnist.