Gender Pay Gap in UK Organizations

This report discusses the gender pay gap in organizations in the United Kingdom and the efforts to address it. It explores the strategies used by companies, such as Tesco, to overcome this issue and highlights the benefits of equal pay. The report also mentions the legislation surrounding gender pay gap and provides recommendations for companies to reduce this gap.

Introduction to HRM

Table of Contents
INTRODUCTION................................................................................................................................3
CONCLUSION....................................................................................................................................5
REFERENCES.....................................................................................................................................6

INTRODUCTION
The gender pay gap in United Kingdom is the part of national effort for identifying and addressing
the imbalances possessed in female representations within organisations and employees. Therefore,
in order to have equal career progression and growth so as to have fair and equal consideration for
all the employees and in order to enhance the diverse as well as inclusive culture the organisation
tends to understand the issue of gender pay gap. Thus, in this report it has been discussed gender
pay gap in the organisations in United Kingdom. Therefore, it must be the aim of every organisation
that it must remove the barrier for achieving success and enhance the opportunities of growth by
removing the gender pay gap in the companies (Renwick and et.al 2016).
Quality analysis
The gender pay gap issue is been analysed so as to realise the employees potential for strengthens
and supporting of the environment in the organisation. Therefore, the report addresses the scale of
assessing the challenges and for identification of actions to address them. The gender pay gap is the
representation of gender in similar roles in the organisation but getting differently pay. Thus, this
shows the different pay concern. The calculation of gender pay gap is done by considering the
average salary of all females in an company compared with the average salary of all men in the
same company. Therefore, the difference in the amount of two average salaries is called gender pay
gap (Huselid, 2018).
The legislations against gender pay gap
The legislation for gender pay gap suggests that, the companies must develop strategies for the
reduction of gender pay gap. For this they could audit and do calculations accordingly, thus in this
report several such issues has been addressed. It has been seen that in several of the organisations
most of the higher positions are been occupied by the men and as due to their senior roles they are
getting higher salaries which is creating gender pay gap. Sometimes, the type of occupation may too
be the critical factor in the differentiating in the gender pay gap in the company (Wilton, 2016).
Actions taken by companies in order to overcome this critical issue as
Talent acquisitions
The companies must ensure that in order to attract diversified talents as well as to cultivate as the
brand with strong employment, the organisation culture must support a diversified work force.
Diverse slates and enhanced recruiting skills
The company Tesco has committed to pursue diverse states for all its open positions. This could be
done by the company through finding the talents through wide array of sources which includes
diversified posting of job on boards, partnering with the recruiting agencies which finds diverse
candidates. Moreover, the company had participated in diverse career fair or the uncertainty in
student programs. Furthermore, the company is trying to strengthen the procedural requirement in

order to source and fill the open roles, which eventually results in reducing of gender bias (Peltonen
and Vaara, 2018).
Strategic partnerships
It is one of the goal of the company Tesco to find talents from the possible wide lens, form fresher
to experienced hiring’s.. Examples in regards to strategic partners are US Pakistan women council,
European women in technology, Stockholm school of economics as well as society of women
engineers.
Talent development and engagement
The companies must invest in people by developing opportunities, conversation for progression in
career, planning procedure successes and to robust the talent review.
Talent reviews and succession planning
For the evaluation of employees, the company Tesco is having promotional processes, succession
planning, compensation planning, performance management as well as extensive talent review. The
company discuss these openly for the development of needs globally.
High potential development programme
For realizing the potential of C suit, the company Tesco has launched CEO leadership program in
which around exceptionally performing 15 men and women had taken part. Thus, for development
of employees the operation committee has started giving external coaching, special assignments as
well as training (Wood, 2018).
Women’s leadership council
The 20 senior positioned women of the organisation Tesco, trys to meet every quarterly; with the
women employees so as to know the challenges and issues faced by them.
Programme and policies
The organisations must provide the employees with the right blends so the organisations could get
engaged retain as well as support the employee during its each life and career phase.
Pay policies and practices
The company has launched several programs of pay equity trainings to all managers in order to
provide the leaders with proper understanding of pay policies and practices.
Flexible work arrangements
So as to support a worker during its several stages of life and carrier and further more to reduce the
progression barrier, the complaint Tesco has initiated to work with the agreement of working hours
(Banfield, Kay and Royles, 2018).
Parental, maternity adoption leaves policy which supports services
The company Tesco understands the pressure beard by the parents and caregivers when an
employee tends to be parenting, thus, the company tends to provide the valuable support by giving

employees with vacation which is needed must. The company provided its employee with leaves for
child care, adoption, paternity as well as maternity. Therefore, there is probation of child care
scheme which helps the employee in managing work with responsibilities.
Costs and benefits for the organisation in dealing with this issue of gender pay gap.
Still there are large numbers of employees in the organisation which are facing the assure of gender
pay gap. Alone in UK, around 75 percent men tends to earn in which part-time and full time
workers are included.
Improves employee moral
Equal pay for the same role at the workplace tends to provide the greater sense of employee morale.
The female workers will be feeling valued for their possessed skills and talents when they are
equally paid just like men for the same role. The powerful message of gender equality is carried out
when the women employees are paid same as the men by representing the ethical morals of the
organisation (Aust, Muller-Camen and Poutsma, 2018. 19).
Improves employee retention
Capability to retain talented employees in order to remain competitive is another benefit of equal
pay. Thus, with the talent and skill set of female employee similar to that of male employees tends
to attract the female employee toward achievement of reward for their extra ordinary performance.
Thus in this way the eligible candidates will be well compensated which will eventually enhanced
the productivity of employee as well as of the organisation.
Attracts a higher talented pool of applicants
One of the benefit of equal pay is it attracts the higher talented employee to work for their
organisation. Moreover, employees with extra ordinary skill like to work with the organisation for
its economic growth which is availed to them. Moreover, which will represent them by their value
and not by gender (Van Berkel and et.al, 2017).
Pay equity considerations
The disadvantages for the organisation in order to deal with the issue for gender pay gap is
sometimes individual with different work capacity will tends to get same salary as that who has
somewhat lower capacity to work. Thus, it is essential for the organisations to make sure that the
gap of salary between their employees is due to their education and experience and not based on the
gender. Sometimes when individual is having difference in its experience and educational
behaviour, but being on the same position in the firm, will let it earn same as the other employee,
which is somewhat unfair (van Mierlo, Bondarouk and Sanders, 2018).
Recommendation
It is recommended to every company that they must reduce barrier for achieving success and
enhance the opportunities of growth by removing the gender pay gap in the companies. For this the

companies may use strategies just like Tesco in order to overcome such critical issue. This issue
also tends to provide a barrier in the efficient productivity of the company as there could not be
diverse decisions to processes until and unless there are diverse employees in the organisation.
Furthermore, there are several legislations which look towards such issues of gender pay gap. The
legislation for gender pay gap suggests that, the companies must develop strategies for the reduction
of gender pay gap. For this they could audit and do calculations accordingly, thus in this report
several such issues had been addressed (Budhwar and Mellahi, 2018).
CONCLUSION
This report can be concluded as, the gender pay gap in United Kingdom is the part of national effort
for identifying and addressing the imbalances possessed in female representations within
organisations and employees. Therefore, in order to have equal career progression and growth so as
to have fair and equal consideration for all the employees and in order to enhance the diverse as
well as inclusive culture the organisation tends to understand the issue of gender pay gap. Thus, in
this report it has been discussed gender pay gap in the organisations in United Kingdom. Therefore,
it must be the aim of every organisation that it must remove the barrier for achieving success and
enhance the opportunities of growth by removing the gender pay gap in the companies (Sparrow,
2016).

REFERENCES
Books and journals
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Huselid, M.A., 2018. The science and practice of workforce analytics: Introduction to the HRM
special issue. Human Resource Management, 57(3), pp.679-684.
Wilton, N., 2016. An introduction to human resource management. Sage.
Peltonen, T. and Vaara, E., 2018. Critical approaches to comparative HRM. In Handbook of
research on comparative human resource management. Edward Elgar Publishing.
Wood, S., 2018. HRM and organizational performance. In Human Resource Management (pp. 74-
97). Routledge.
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management. Oxford
University Press.
Aust, I., Muller-Camen, M. and Poutsma, E., 2018. 19. Sustainable HRM: A comparative and
international perspective. Handbook of Research on Comparative Human Resource Management;
Cheltenham: England, UK, p.358.
van Mierlo, J., Bondarouk, T. and Sanders, K., 2018. The dynamic nature of HRM implementation:
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pp.3026-3045.
Budhwar, P. and Mellahi, K., 2018. HRM in the Middle East. In Handbook of Research on
Comparative Human Resource Management. Edward Elgar Publishing.
Sparrow, P., 2016. Strategic HRM, innovation and HR delivery for human resource management,
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31). Palgrave Macmillan, London.