On average, women are earning only 84% of what their male counterparts receive. For an extended period, we’ve been led to believe that the reason behind the gender pay divide is that women fail to negotiate or advocate for themselves. This notion has echoed throughout my professional journey, which seems peculiar since almost every salary increase and promotion I’ve attained has been a direct result of my own initiative.
Others would counter that reasons for the disparity is more nuanced than first appears; differences in working hours, responsibilities, job titles, seniority of position, time served in workplace, etc. It is actually a disservice to women, they would say, to simply cry “inequality!” when underlying facts tell a very different story.
Why do organizations and supervisors continue to tie compensation to an individual’s self-confidence or negotiating abilities when, in reality, these factors often have little correlation to their actual job performance?
Myths about the gender pay gap
The belief that “women don’t negotiate” is simply a fallacy. A recent study from UC-Berkeley revealed that women actually negotiate for salary increases and promotions more frequently than men — they just do not always succeed. The research indicated that 64% of women reported attempting to negotiate for better offers (in contrast to 59% of men), yet they faced a 3% higher failure rate than their male counterparts who also advocated for themselves.
Moreover, the existing wage gap widens as women progress in their careers. Even when women are ten years into their professional journeys and moving toward mid- to senior-level management roles, they earn only 63% of their male counterparts’ salaries in equivalent positions. The situation is even worse for women of color, who face an average pay gap of 42% compared to men.
Addressing the gender pay gap requires more than promoting “self-advocacy”
I recently delivered a keynote address to a women’s network about the importance of self-advocacy. We discussed various elements of claiming what you deserve—ranging from requesting accommodations for family obligations to negotiating raises or promotions. While self-advocacy is indeed beneficial in the workplace, we must confront the tendency to place the onus on women to assert their worth in the first place.
Women’s presence in corporate environments highlights a troubling reality. From entry-level positions to executive suites, there is a staggering decline of 55% in female representation, with women of color experiencing an even more alarming 73% drop. These statistics do not reflect women’s capabilities but rather outdated and biased corporate structures. Additionally, the phenomenon known as “the broken rung” illustrates that the disparity begins early, with women holding only 40% of managerial positions in 2022.
This initial decline sets off a downward trajectory in representation that continues to deteriorate until it culminates in the executive ranks.
The recent shift to remote work due to the pandemic has intensified these disparities. While remote work can offer advantages, it can also isolate young professionals, depriving them of the face time and access that allows junior employees in office settings to learn from their environment, network with leaders, and prove themselves in their roles.
The necessity for systemic change in workplaces
For organizations to genuinely close the gender pay gap, systemic change is essential. This requires several key actions, such as:
1. Establish clear criteria for progression
Beyond mere oversight, it’s crucial for managers to act as mentors who are invested in their employees’ professional development. This means comprehending their aspirations, strengths, and weaknesses to transform these insights into actionable career development plans.
By offering clear guidelines regarding the skills required for each position, a system is created in which individuals understand the pathway to promotion.
2. Transforming the process for raises and promotions
The existing corporate culture heavily promotes self-advocacy concerning promotions and salary increases. This bias towards a culture of asking chiefly favors those who have been conditioned to do so—specifically, white men.
Employee evaluations must become less subjective, ensuring that every individual has a clear, documented path toward their goals—and that managers are assessed based on their competency in fostering employee development within this framework.
3. Growth-focused training programs
Training programs should prioritize a manager’s responsibility in supporting their team, maintaining a balanced focus on both work output and the development of employees. If executed effectively, this approach should encourage managers to advocate for the growth of their team members based on performance while empowering them to grant promotions and raises to high achievers.
Ultimately, these reforms would enable leaders to promote and retain top performers, rather than just those who are the most vocal or likely to ask.
Reimagining a culture of self-advocacy
The path to achieving genuine gender equality within the corporate world extends far beyond hiring practices and self-advocacy strategies. We must confront the ingrained biases and inequities that continue to affect daily workplace experiences.
Let us reshape corporate culture to ensure no employee, regardless of their gender or background, faces penalties for not actively asking for what they deserve. Such systemic transformations will not only enhance retention and productivity but also play a crucial role in narrowing the persistent gender pay gap in the workforce.