EPIC Technical Meeting NYC: Reflections from Peer-to-Peer Learning (by Kadie Philp)
By Kadie Philp - Commissioner / Chief Administrative Officer, Ontario Pay Equity Commission, Canada
I recently attended the Equal Pay International Coalition’s Technical Meeting in New York, where my office launched the Theory of Change for Achieving Equal Pay for Work of Equal Value. This white paper highlights global best practices for closing the gender pay gap and was shared as a contribution to the Equal Pay International Coalition (EPIC).
The team at Ontario’s Pay Equity Office conducted a robust jurisdictional scan of secondary research, drawing on data from the ILO, OECD, UN, national statistics, and other studies. From this, we selected a series of tested interventions with measurable impact to highlight. The focus was on profiling transferable and scalable practices and showcasing examples validated by EPIC member states.
Perhaps, one of the most fulfilling aspects of research and drafting this document was discovering and learning how different programs, policies, and partnerships have taken shape globally to address the gender pay gap.
In a world where the gender pay gap averages 20% globally, the publication highlights how stakeholders at every level, including employers, unions, governments, civil society organizations, international agencies, and academia, can collaborate to support achieving equal pay for work of equal value.
While the report cites specific examples, there are some high-level reflections we’ve learned about closing the gender pay gap:
1) Government intervention works. In countries where we see the gender pay gap narrowing, governments have recognized it as labour and equity issues that cannot be left to market forces alone. Government interventions range from direct pay equity and pay transparency legislation to anti-discrimination and human rights policies. In many cases, countries employ a suite of complementary measures that work together to address the complexities of the gender pay gap.
2) Regular dialogue between governments and employers matters. Many of the countries we examined that are succeeding in closing the gender pay gap have regular and effective reporting practices that enable policy makers to monitor and analyze gender pay gap data. This allows for agile policy and program interventions that are responsive to trends in the data and address both longstanding and emerging inequalities.
3) There is a limit to what government intervention can do. While legislation and policies have proven effective, a significant portion of the gender pay gap remains unexplained. The OECD and others attribute this to cultural stereotypes, entrenched social norms, and widely held beliefs about gender and discrimination. Discrimination can be difficult to measure, and there are ongoing considerations about how government intervention can effectively address the issue.
Closing the gender pay gap and achieving equal pay for work of equal value is essential to promote fairness, uphold human rights, and nurture economic growth. The Pay Equity Office’s Theory of Change is offered to members of the Equal Pay International Coalition as a tool to reflect on and learn from international best practices in policies and programs aimed at closing gender pay gap.