Bridging the gender pay gap by redefining experience

In the quest to narrow the persistent gender pay gap, particularly pronounced in male-centric fields like technology, construction, and energy, traditional diversity and inclusion efforts often fall short.

A significant factor contributing to this gap is the narrow way in which “experience” is defined and valued. Typically, experience within these sectors is measured by the length of tenure in the industry, overlooking the diverse skills and backgrounds that women often bring to these roles.

We will examine the concept of reframing “experience” and illustrate how a broader, more inclusive understanding can significantly contribute to closing the gender pay gap in Australia’s male-dominated industries.

The limitations of traditional experience metrics

Traditional metrics for assessing experience tend to favour those who have linear, uninterrupted career paths within specific industries. This narrow view can significantly disadvantage women, who may have taken career breaks or transitioned from different sectors despite possessing valuable transferable skills.

The reliance on industry tenure as a measure of experience not only perpetuates gender disparities in pay but also limits the diversity of thought and innovation within organisations.

Implementing a comprehensive experience framework

To bridge the gender pay gap effectively, businesses must adopt a more holistic view of what constitutes valuable experience. This means looking beyond the confines of industry-specific tenure to recognise the skills and competencies acquired in other fields or life experiences.

Women returning to the workforce or pivoting from sectors like finance, education, or healthcare bring a wealth of knowledge, including project management, strategic thinking, crisis resolution, and more, which are universally applicable and beneficial.

This approach fosters a fairer evaluation process and champions the diverse contributions individuals can make to their teams and organisations.

Companies can adopt this innovative framework to ensure a more equitable and dynamic workplace in these ways:

Skill-based assessment:

Develop a competency framework that prioritises skills and achievements over years spent in the industry. By focusing on what candidates can do and have accomplished, particularly in organisations and industries that have been through transformations, companies can more accurately assess potential contributions to their teams.

Value transferable skills:

Encourage hiring managers to recognise the value of transferable skills such as leadership, communication, problem-solving, and adaptability. This recognition should be reflected in hiring practices and salary negotiations, ensuring that individuals are compensated fairly for their breadth of experience.

Promote diverse career pathways:

Highlight and celebrate diverse career paths within the organisation to encourage a culture that values varied experiences. Sharing success stories of individuals who have transitioned from different sectors or returned to the workforce after a break can inspire others and reinforce the value of diverse backgrounds.

Continual learning and development:

Foster an environment where continual learning is encouraged, and opportunities for upskilling are readily available. By investing in the development of all employees, organisations can ensure that everyone, regardless of their starting point, has the chance to grow and advance.

The impact of reframing experience on the gender pay gap

Redefining how “experience” is understood and valued can profoundly impact closing the gender pay gap. By appreciating the full spectrum of skills and backgrounds that women bring to male-dominated industries, organisations advance toward pay equity and enrich their teams with diverse perspectives and expertise.