Equal work, Unequal pay: confronting France’s gender wage disparity

Despite years of progress, the gender wage gap remains a pressing issue in France, reflecting broader systemic inequalities that hinder workplace equity. According to INSEE, in 2024, the gender wage gap in France stands at 13.9%, meaning that for every euro a man earns, a woman earns approximately 86 cents. This gap is even more significant when considering that, symbolically, as of November 8th at 16:48, women in France will effectively start working for free until the end of the year—a stark reminder of the pay disparity.

Beyond the paycheck: hidden inequalities

The wage gap is just one of many inequities women face in the workplace. French women are also disproportionately burdened with unpaid domestic work, from childcare to household chores, often referred to as the "second shift." Data from INSEE shows that women spend an average of 4 hours and 30 minutes per day on unpaid tasks, compared to 2 hours and 30 minutes for men. These unpaid responsibilities affect work-life balance and limit women’s career progression and earning potential.

Further complicating the picture is the prevalence of part-time work among women. INSEE reports that 30% of working women are employed part-time, compared to 8% of men. This imbalance is often a choice dictated by caregiving responsibilities rather than personal preference, exacerbating long-term disparities in career advancement and retirement benefits.

Taking action: strategies for addressing pay inequality

Achieving gender pay equity requires more than just awareness—it demands action. Since pay audits and equal pay policies are mandatory in France, we need to explore additional actionable strategies that can further address gender pay inequalities. Here are some actionable steps that HR professionals and DEI leaders can take:

1. Increase transparency in promotions and raises

Establishing clear, transparent criteria for promotions and raises can help eliminate the unconscious bias that often affects women’s career progression. Make promotion and salary decisions more open by regularly communicating the criteria to all employees and ensuring that career development pathways are clearly defined.

2. Encourage women to negotiate salaries

Studies show that men are more likely to negotiate their salaries than women, contributing to long-term pay gaps. Implement training programs to encourage and empower women to advocate for themselves during salary negotiations. Moreover, it ensures that hiring managers know the importance of equitable salary discussions.

3. Support Return-to-Work programs

Offer structured return-to-work programs for women who take extended leaves of absence for maternity or caregiving responsibilities. These programs can include mentorship, upskilling opportunities, and tailored career development plans to help women reintegrate into the workforce without career setbacks.

4. Establish gender-equitable parental leave policies

Companies should encourage men to take advantage of parental leave, enhancing it to ensure that both men and women take advantage of the policy and redistribute caregiving duties more evenly. Companies should encourage men to take extended parental leave to help balance domestic responsibilities and reduce the stigma attached to women as primary caregivers.

5. Build a culture of work-life balance

Develop a workplace culture that prioritizes work-life balance for all employees. Ensure that part-time work or flexible schedules are available to both men and women and normalize their use at all levels of the organization. This can help women avoid being disproportionately penalized for taking on part-time work due to caregiving responsibilities.

In conclusion, tackling gender pay inequality isn’t just a legal or ethical requirement—it’s a critical step toward building a more inclusive and productive workforce. By addressing both the visible and hidden disparities in pay and workload, companies can ensure that women aren’t left behind, and organizations can benefit from the full potential of their entire team.