The debate around the gender pay gap often attracts polarised opinions. Some contend that the discrepancy in earnings between men and women is mainly the result of discrimination, while others suggest that it largely stems from lifestyle choices and preferences.
The truth, however, is more nuanced and lies somewhere between these extremes. This article explores several factors that contribute to the gender pay gap, scrutinises common arguments, and considers the evidence from a sceptical perspective.
Understanding the Gender Pay Gap
The gender pay gap generally refers to the difference in average earnings between men and women, expressed as a percentage of men’s earnings. In the UK, the gender pay gap stands at 14.9% for all employees based on median hourly earnings (2022 data), according to the Office for National Statistics. This figure paints a broad picture of pay disparity but does not automatically explain why such a gap exists. It is important to approach the figures with caution, as headlines sometimes oversimplify the issue by attributing the entire gap to one cause, such as discrimination.
Indeed, a range of structural and individual factors affect earnings. While discrimination may play a role for some, other aspects—including occupational choices, work patterns, caregiving responsibilities, and cultural expectations—can also contribute significantly. A balanced and sceptical analysis requires questioning whether these factors, taken together, sufficiently account for the pay gap, or whether unmeasured biases remain.
Occupational Segregation
One of the primary drivers of the gender pay gap is occupational segregation, whereby men and women tend to cluster in different sectors and roles. Women are overrepresented in jobs such as care services, administration, and retail, many of which tend to be lower-paying sectors (1 7). Meanwhile, certain high-paying fields—including technology, finance, and engineering—are predominantly male. A sceptic would ask whether this distribution genuinely reflects “voluntary” choices or whether it is partly shaped by social expectations and educational influences.
From a young age, boys and girls often receive different messages about suitable subjects to study or career paths to pursue. Studies have shown that unconscious biases among parents, teachers, and employers can channel women away from higher-paying ‘STEM’ (science, technology, engineering, and maths) fields. If we accept that people are partly guided by these social pressures, then the resulting career patterns cannot be considered purely autonomous. Instead, they reflect a combination of individual interests and broader cultural norms.
Nevertheless, it remains worthwhile to question whether everyone is equally constrained by these influences. Many commentators argue that women have greater freedom than ever to choose their career paths. Sceptics thus ask: if part of the pay gap stems from occupational segregation, how much of that is due to genuine preference rather than social conditioning or discrimination? Research indicates that while social pressures do matter, a proportion of women actively prefer careers that place a higher value on flexibility and work-life balance—factors that may not come with the highest salaries. These realities complicate the picture.
Part-Time Work and Caring Responsibilities
Another leading factor in the gender pay gap is women’s disproportionate engagement in part-time work. This is often linked to the responsibilities of childcare, eldercare, or other forms of unpaid labour in the household (7). Because part-time positions typically pay lower hourly rates and offer fewer opportunities for progression, those who opt for them can face enduring consequences for their earnings trajectory.
A sceptical perspective might note that it is not discrimination in a direct sense that forces women into part-time work, but rather the interplay of traditional family structures, societal expectations about caregiving, and economic realities. If childcare costs are high, or if flexible full-time positions are scarce, women often feel compelled to reduce their working hours. Over time, this can widen the pay gap as men continue on the full-time career track and accumulate experience, promotions, and salary increases.
It could be argued that men face a similar choice. Indeed, the sceptic might say: “What prevents men from taking on part-time roles to balance caring responsibilities?” However, social pressures often still expect men to be the primary earners, discouraging them from reducing their hours. This underscores how cultural norms about gender roles affect the distribution of paid and unpaid work. While individual couples can negotiate who works and who provides care, entrenched expectations can limit perceived options.
Career Progression and Senior Roles
Beyond differences in work patterns, another prominent element is the lower representation of women in senior or leadership positions. Commonly referred to as the “glass ceiling,” it suggests an invisible barrier that limits women’s advancement. Discrimination may, in certain cases, play a direct role if decision-makers consciously or subconsciously prefer male candidates for top jobs. There is evidence that bias and stereotypes can influence hiring, promotion, and performance evaluation processes.
At the same time, the sceptical stance requires us to consider other explanations. Women who take career breaks—often related to motherhood—may lose opportunities to develop essential skills, networks, and experiences that accelerate progression. In many competitive fields, a short absence can have outsized effects on career advancement. Furthermore, if social expectations encourage women to prioritise family responsibilities, they may be more likely to take roles with limited travel or flexible hours, which might cap their progression to certain senior-level jobs. We must consider that, while discrimination can occur, the gap in senior roles also stems from a broader mix of economic, social, and personal factors.
Education, Experience, and the “Unexplained” Gap
It is worth noting that some of the most common explanations—such as education and job experience—have become less significant in recent decades. Women now outnumber men in many areas of higher education and often enter the labour market with comparable, if not stronger, academic credentials. Indeed, the narrowing of the gap in earlier career stages shows that factors like education are not the primary cause of discrepancies in later earnings (3).
Nevertheless, a portion of the pay gap remains unexplained by measurable characteristics like education, industry, and experience. According to some studies, this “unexplained” percentage hovers around a few percentage points, possibly indicating the presence of discrimination (1). It is important to acknowledge that even though a proportion of the gap is explained by occupational choice and working hours, there may be intangible barriers—including unconscious biases and social norms—that deter or disadvantage women.
Questioning Methodologies and Interpretations
From a sceptical perspective, it is equally important to examine how the gender pay gap is measured. The headline percentage often derives from comparing average (mean or median) wages of men and women across the entire economy (5). This measure can be misleading when used to claim direct discrimination, as it does not account for different job roles, industries, working patterns, or tenure. Some studies drill deeper, controlling for these factors, and still find a gap, albeit smaller. This residual difference is often attributed to discrimination, yet other factors—such as differences in career aspirations or negotiation strategies—may be harder to measure.
A sceptic might also highlight that the focus on the overall pay gap can overshadow more specific problems. For example, if policy interventions concentrate solely on the average pay discrepancy, they might miss the unique challenges faced by women of different ages, ethnic backgrounds, or those returning from extended career breaks. Additionally, the data can mask the reality that some industries have achieved near pay parity, while others lag significantly behind.
Looking Ahead: Strategies for Progress
Even from a sceptical standpoint, there is broad agreement that unnecessary barriers hindering women’s full participation in the labour market are undesirable. Addressing occupational segregation begins at an early age by encouraging girls to study a wide range of subjects, including STEM fields. Employers can help remove barriers by offering mentoring, networking programmes, and tackling bias in recruitment and promotion processes.
Greater workplace flexibility and improved childcare provisions could also ensure that those with caring responsibilities have the chance to remain on a strong career path. Many organisations have introduced shared parental leave, flexible working options, and initiatives to re-skill parents returning from extended leave. Such measures can reduce the “motherhood penalty” and help mitigate the impact of part-time working.
Nevertheless, a healthy scepticism reminds us that not all aspects of the gap will be closed by policy changes. While some gender differences in employment outcomes might be narrowed through reforms, others may persist if they are tied to genuine personal preferences—such as prioritising work-life balance. The key question is whether women truly have the freedom to make these choices, or whether cultural pressures and structural factors are steering them in particular directions.
How Should UK HR Professionals Handle the Gender Pay Gap?
UK HR professionals should approach the Gender Pay Gap (GPG) pragmatically, balancing legal compliance, cost-efficiency, and meaningful action. While achieving absolute parity might be complex due to structural and societal factors, taking reasonable steps to address disparities can enhance organisational reputation, employee morale, and compliance with the law.
Why Bother with the Gender Pay Gap?
- Legal Compliance: Under the UK’s Equality Act 2010 (Gender Pay Gap Information) Regulations 2017, organisations with 250 or more employees must report on their gender pay gap annually. Non-compliance risks reputational damage and regulatory scrutiny.
- Employee Engagement: Many employees, especially younger generations, value diversity and equality. Demonstrating a commitment to fairness can boost engagement and retention.
- Risk Management: Ignoring disparities could expose organisations to discrimination claims or negative publicity.
- Practicality: Addressing the GPG doesn’t need to be a costly or bureaucratic exercise. Small, targeted actions can have a positive impact.
A Practical Approach to the Gender Pay Gap
1. Understand Your Data
Collect and Analyse Data: Gather detailed pay data, segmenting by department, role, and seniority. Look beyond headline figures to understand the root causes of gaps.
Identify Trends: Are pay gaps more prominent in certain roles or at specific levels? Focus on these areas to maximise impact.
2. Prioritise Transparency
Publish Reports Thoughtfully: Meet legal reporting requirements while framing the narrative positively. Highlight areas of progress and outline a realistic action plan.
Be Honest: If disparities exist, acknowledge them. Transparency fosters trust with employees and external stakeholders.
3. Focus on Career Progression
Review Promotion Practices: Audit promotion criteria to ensure they are objective and free from bias.
Support Career Development: Offer mentoring, leadership programmes, or skill development opportunities, particularly for women in underrepresented roles.
Improve Flexibility for Leadership Roles: Encourage flexible or hybrid working arrangements in senior positions, enabling women to advance without sacrificing work-life balance.
4. Targeted Recruitment Strategies
Diversify Talent Pools: Advertise roles in places likely to reach diverse candidates, ensuring job descriptions use inclusive language.
Promote Gender-Neutral Hiring: Standardise interview questions and consider blind CV screening to minimise unconscious bias.
5. Enhance Work-Life Balance Options
Flexible Working: Offering part-time, job-share, and remote options helps employees balance responsibilities without stalling careers.
Parental Leave Policies: Ensure that shared parental leave and return-to-work support are effectively communicated and utilised.
6. Avoid Bureaucracy Overload
Streamline Initiatives: Avoid creating costly diversity, equity, and inclusion (DE&I) programmes unless absolutely necessary. Instead, embed fairness into existing processes.
Align with Core Goals: Integrate GPG initiatives into broader HR objectives like talent retention, employee well-being, and productivity.
7. Regularly Monitor Progress
Track Key Metrics: Use HR software to monitor pay data and gender representation over time.
Refine Strategies: Adjust initiatives based on measurable outcomes to ensure resources are effectively allocated.
Conclusion
The gender pay gap is a complex issue influenced by a combination of occupational segregation, part-time work patterns, career progression barriers, and societal norms around caregiving responsibilities. While progress has been made, subtle forms of bias and structural barriers still persist, making it an ongoing challenge for organisations and policymakers alike.
Eliminating the gap entirely may be difficult, but incremental progress is both achievable and worthwhile. A well-managed approach that targets high-impact areas can avoid excessive costs, enhance organisational reputation, and ensure compliance with UK legal requirements. HR professionals don’t need to overhaul their operations; instead, they can integrate small, impactful actions into existing processes, fostering a fairer workplace without adding undue financial or administrative burdens.
A sceptical and pragmatic perspective helps avoid oversimplified narratives, recognising that part of the gap reflects discrimination, while another portion may arise from informed individual choices shaped by societal norms. By combining thoughtful policy, targeted support for working parents, and a commitment to dismantling stereotypes, organisations can play their part in narrowing the gender pay gap. This requires evidence-based solutions, transparent reporting, and ongoing dialogue. Ultimately, balancing structural reform with individual empowerment can help organisations address this issue while respecting personal freedoms and aspirations.
References
[1] Equality and Human Rights Commission – Research Report 109: The Gender Pay Gap
[3] Our World in Data – Economic Inequality by Gender
[5] PayAnalytics – How to Calculate Pay Gap (Mean Average, Median)
[7] Gov.uk – UK Gender Pay Gap
[8] Close Your Pay Gap – Pay Gap Guide