Gender pay gap

Get information about the Alzheimer's Society gender pay gap for 2018 - 2019. 

Gender pay gap reporting

At Alzheimer’s Society, we are committed to putting equality, diversity and inclusion (EDI) at the heart of everything we do. Following equality regulation changes in 2017 all organisations with 250+ employees are required to publish statutory gender pay gap data.

What is a gender pay gap?

The gender pay gap is the difference in average salaries between men and women irrespective of roles and seniority. It is important as it shows us the representation of women relative to men across the Society.

The gender pay gap measure is different from equal pay. Equal pay looks at the difference in the total earnings for men and women performing equal or comparable work.

The Society’s pay structure

Our current pay structure is supported by a job evaluation framework which groups jobs of equal value into grades. At the Society, jobs in each grade receive the same salary; differentiated only by location. This ensures our employees – men and women – are paid equally when performing work of equal value.

Our data

The Society’s 2018 median data shows that our gender pay gap has decreased by just over 1 percentage point since April 2017, and our mean GPG is 2 percentage points below the national average gender pay gap, as reported by the Office of National Statistics (ONS).

GPG2

Proportion of women and men in each pay quartile -2018

GPG1

Quartiles divide the population into four equal groups. They are calculated by arranging all the hourly rates in a line from the lowest to highest. Here, quartile 1 represents the lower hourly rates and quartile 4 the higher hourly rates. Overall we know that the majority of our employees are women and we see this majority reflected at all quartile levels. However, we do also see a lower proportion of women in quartile 4 (72%) compared to quartile 1 to 3 (79%-89%). When comparing our 2018 snapshot to the 2017, we can see a similar pattern in the results.

Why do we have a gender pay gap?

The gender pay gap at Alzheimer’s Society results from the over-representation of women in lower salaried roles, such as Day Support Worker and Service Administrator, and the larger representation of men in higher salaried roles. This is representative of wider societal employment trends, such as more women working part-time, and a higher proportion of women working in the care sector in lower paid roles.

What we’ve done so far

The reduction in our gender pay gap reflects the impact of our work delivered through our 2015-2017 Equality, Diversity and Inclusion (EDI) strategic plan. This included:

  1. Our first EDI policy, ensuring that all our people policies take into consideration equality and inclusion.
  2. A new recruitment e-learning module integrating inclusion and bias prevention tools.
  3. The launch of our first mandatory EDI learning module.

These initiatives have raised the profile and awareness of EDI across the Society.

Since April 2018 we have taken further steps to advance our EDI work through our 2018-2023 EDI strategic plan:

  1. We have further embedded inclusion practices in our recruitment and progression activities to attract more diverse applicants
  2. We have concentrated our efforts on inclusion training for our managers and leaders, with unconscious bias training at the heart of these activities. We have also established bias reduction tools within our performance assessment and development processes
  3. We have been working with our Employee Forum to gain a better understanding of employee thinking on the Society’s gender pay gap. As a result of this work a Gender Balance Network has been set up to provide opportunities to discuss and improve gender equality across the Society.
  4. Further activities since April 2018 includes a detailed analysis of our people data to understand the causes of the gender pay gap at the Society. This analysis focused on the impact of our practices in terms of: attracting, selecting, progressing and retaining men and women equally.

The findings from our research show that:

  • We attract different proportions of men and women at different levels in the organisation; fewer men apply for lower graded roles and fewer women apply to our ‘Head of’ leadership roles. We do however have a higher proportion of woman in Heads of roles.
  • Our selection practices do not disadvantage women.
  • Far fewer women employed at the Society apply for new opportunities (progression). This is most pronounced at the junior and middle management level.
  • A higher proportion of women leave from lower salaried roles, whilst a higher proportion of men leave amongst leadership level roles.

These findings are not unusual but enable us to focus on the actions that will make a difference to our GPG.

Although our gender pay gap remains higher than we would wish, we are moving in the right direction and we will continue to build on the thinking and behaviours behind the recent pay gap reduction.

What we’ve got planned

Our 2018-2023 strategic plan will continue to advance our solid EDI base towards an approach in which EDI underpins everything we do.

Based on the findings of our research we will target our activities towards those practices highlighted by our research. These activities are embedded in our People Plan (insert link to PP page). For example:

Attraction

  • We will pilot an apprenticeship scheme to begin in Q2.
  • Diversify how we advertise our roles.

Progression

  • Revise our position on external recruitment for advertised roles so that we can provide opportunities for our people first as appropriate.
  • Examine how progression occur in the Society and identify if there are any barriers to women accessing opportunities
  • Review our approach to talent/succession management and consider the introduction of a mentoring programme to nurture potential senior management capability, including women.
  • Use our new Gender Network to create opportunities that develop and connect people passionate about gender equality across the Society.

Retention

  • Proactively promote flexible agile working at all levels across the organisation to enable a good work-life balance.
  • Ensure a fair and transparent Reward framework, supported by effective pay policies which are applied consistently and facilitate unbiased pay decisions.

For more information, please view our gender pay gap FAQs.

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