with practicing managers have identified another way. Managers need to establish a list of defined priorities around closing the gender pay gap.
The mathematical reasons for this are complex, but the intuition is straightforward. In nearly every workforce, there will be gender patterns in terms of what jobs and qualifications women and men tend to have. For example, women at your firm may be overrepresented in certain departments or tend to have more or less education than men.
Allocating raises efficiently can also result in some employees getting large raises for purely statistical reasons, which could be regarded as unfair by a court or your employees. Further, raising salaries will be received as a signal of strong performance, as opposed to salary correction. Therefore, an employee may point to the raise as evidence that she is a strong performer, even if her work isn’t meeting expectations. This creates complicated situations for managers to handle.
I find that the problems are often created with a poor strategy for setting pay offers for new hires. Once people arrive with disparate salaries, pay raises, which should reward high performance, have to instead be used to level out unequal salaries, which creates its own issues.
Michelle Michaels Collection
🙈
The issue goes beyond raises. The pay gap is widening when close to 5/10 male *new* hires receive an increase of 10% or more. Women new hires is 3/10. paygap equality StateofWorkinAmerica sowa