Samir Delaney· Senior Compensation Analyst, Silverline Media
Posted in Sydney Chapter ·
Our median total remuneration gap was published at 21.3 percent. Within a day it had been raised at a town hall, quoted in a team chat and sent to me by two candidates. We are a professional services firm of about 1,100 people, and the gap is almost entirely about who holds partner and principal roles.
We published an employer statement alongside the figure, though I doubt many people read it. A year on I am asked what we have done, and the honest answer is: some things, slowly. How did your organisations respond, publicly and internally, and did anyone set a numeric target for the gap itself?
0 reactions · 2 replies · 5 views
Omar JimenezGRS, CSI
Head of Reward, Ravenna Chemicals
We set a target and I have mixed feelings about it. The board committed to reducing the median gap from 18 to 12 percent within four years. It focused attention, but the fastest way to move a median is to change who you hire into the lowest quartile, and that is not the outcome anyone wanted. We now track quartile composition alongside it.
Oscar JansenCEP, CBS
Benefits Manager, Copperfield Mining
Mining services, a very male workforce, gap of 27 percent. We did not set a gap target. We set two input targets instead: 40 percent women on every shortlist for supervisor roles and above, and a review of every promotion round by gender before sign-off. The published gap moved by 1.4 points, which is slow, but the pipeline numbers are better.
