Gender Pay Gap Reporting - CIPP policy whitepaper

Gender Pay Gap Reporting - CIPP policy whitepaper

GENDER PAY GAP REPORTING The first year through the lens of the payroll industry

cipp.org.uk

GENDER PAY REPORTING

THE AIM OF OUR RESEARCH WAS TO UNCOVER HOW THE FIRST YEAR OF REPORTING GENDER PAY GAP RESULTS HAD DELIVERED, THE POSITIVES, THE NEGATIVES AND THE LESSONS LEARNED.

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THE CHARTERED INSTITUTE OF PAYROLL PROFESSIONALS

THE F IRST YEAR THROUGH THE LENS OF THE PAYROLL INDUSTRY

Contents

Executive summary

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Introduction

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Background

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Research findings summary

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Communications

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Looking ahead

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Snapshots from the viewing service

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Acas

BP

Equality and Human Rights Commission

Virgin Money

Viewing service statistics

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Compliance and enforcement

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Case studies from payroll

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Case study 1 - private sector

Case study 2 – software development

Case study 3 – public sector

Challenges and concerns

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Conclusions and recommendations

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THE CHARTERED INSTITUTE OF PAYROLL PROFESSIONALS

GENDER PAY REPORTING

Executive summary

“What gets measured gets managed…what gets publicly reported, gets managed even better” summed up the decision made by Friends Life to begin reporting its gender pay gap as a workplace issue in 2012 and which resulted in them being the 2014 winner of the BITC Transparency Award.

The aim of our research was to uncover how the first year of reporting Gender Pay Gap results had delivered, the positives, the negatives and the lessons learned.

The payroll profession spans many disciplines and we sought to hear the views from as many representatives as possible, such as software developers; in-house and outsource providers; and because we had highlighted education and guidance as an area of exploration it was important to consider the source of information from technical writers and professionals working in training and education. Keys areas of interest included software support, previous experience with gender pay gap reporting, communications, guidance and education, the all-important implications of failing to comply – what would the consequences be and of course, what lessons have been learned that would benefit the stakeholder experience going forward. l Software developers were important to the immediate communications piece but as we would expect, payroll professionals proved to be key element within the process, with HR coming a close second together and as was hoped for, from the outset of the policy development for gender pay gap reporting, buy in from senior management was essential.

l Lessons learned would see much earlier preparation in year two, and there is increasing expectation that technology will deliver in year two, what it was unable to deliver in all cases for the first year of reporting.

The EU referendum held in 2016 was identified as the main culprit for the delay in finalising regulations and in providing finalised non statutory guidance. The impact of Brexit hit early with this and many other government

policies that impact payroll as it caused havoc to the parliamentary timetable.

However, much work has been done this year to retrieve the correct >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26

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