Let's Get On With Equal Pay: It Speaks To Character

No statistic stands as stark and simple when measuring gender inequality as the pay gap. And one remarkable aspect of that gap is this: It has barely changed in thirty years.

I recognize that the average disparity — about 20 percent — doesn’t tell the whole story, and that race, age, education, experience, and perhaps dozens of other factors determine women’s pay. But, even with endless caveats, the gap is still there. And it hits home for almost every family because women end up with less money. They often start with a little less, and they end up with far less because the issue compounds. Women are much more likely than men to be poor in old age. The consequences of the gender wage gap are persistent and pernicious.

I believe that paying women less is a burning hole in our collective conscience, and that it’s past time that corporate leaders attack it more fervently. How can we justify it any longer? It’s straightforward enough to fix in the overall scope of things: pay people the same for the same job – and don’t tolerate discrepancies.

As we develop new post-pandemic employment routines, big companies should set a bold tone for the whole economy on this issue. It’s about character – the character of the company, of the CEO, of the human resources team, and of the board of directors. For too long, we’ve accepted the pay gap as fact and endlessly argued the complexities. But that has allowed the people at the top to hide behind excuses, and to defer to slow-moving diversity, equity and inclusion initiatives, or to wait for public reporting or other legislation to play out.

It’s not enough. If character is an integral part of leadership, why aren’t we taking this more seriously? My message to all those senior leaders with influence on employee pay: Ask yourself if you are doing the right thing. If this was your mother, your sister, your daughter, would you treat them this way?

Working women want to get on with their jobs. They want to trust that the system is fair, but they are nagged by knowing that it's not. That burden matters to the bottom line. Millions of brilliant, dedicated young women are rising stars who value an equitable, flexible work culture more than ever. They are watching, sharing, and not shy about walking away. They'll take their talents elsewhere, to a place that fully values their contribution.

Next month, New York City will begin requiring that job postings include a salary range, a type of pay transparency law that, elsewhere, has evidently improved efforts to equalize wages. Similar laws have passed in Colorado, Nevada, Connecticut and California, and more are being discussed across the country. I embrace the result, but I sympathize with companies concerned that such legislation will weigh on their privacy and competitiveness. Perhaps it would be a lot easier if private- sector leaders would take the change upon themselves. Let’s just get on with it.?