Now instead of answering, I always ask about the salary range for the position and decline to share my current earnings. I also explain my reasoning – in short not sharing salary range and asking about salary history contributes to the pay gap between men and women. It also disadvantages immigrants who are less likely to know what they could expect.

The reaction of a recruiter is a good first indication of the culture of the company they are hiring for. I typically consider roles related to Diversity, Equity, and Inclusion so this is critical for me. Only once, and actually, quite recently, the recruiter told me that she would not share the salary range and if women got lower salaries it was because they didn’t negotiate. Institute for Gender and Economy did a great job busting this myth in one of their podcast episodes Busted – Episode 8 – Myth – Women don’t negotiate. Also, the latest research debunks the “women don’t ask” myth and points to a more systemic bias in the gender pay gap. Check out: Surprising New Research on the Gender Pay Gap: Women Negotiate More Than Men, but Get Told No More Often.

I only started requesting salary information later in my career when my position was already established, I had networks I could turn to for advice, and I had jobs I was happy with. In short, I had many advantages and I was privileged. But it shouldn’t really be on the candidate to ask about the salary range. That’s why the pay transparency directive recently introduced by the EU can be a real game changer. Among other things:

• The new rules will make it compulsory for employers to inform job seekers about the starting salary or pay range of advertised positions, whether in the vacancy notice or ahead of the interview. Employers will also be prevented from asking candidates about their pay history.

The rationale is that women in the EU earn on average 13% less than men. Unequal pay puts us at greater risk of poverty and contributes to the EU’s pension pay gap, which in 2018 stood at around 30%. While a number of factors contribute to this difference, pay discrimination has been identified as one of the key obstacles to achieving gender pay equality.

Also, for the first time, intersectional discrimination (the combination of multiple forms of inequality or disadvantage, such as gender and ethnicity or sexuality) has been included in the scope of the new rules. The directive also contains provisions ensuring that the needs of workers with disabilities are taken into account. EU countries have now up to three years to adapt their national legislation to the new rules.

For some employers, sharing the pay range of advertised positions has been a standard practice for a while. For the majority, it has not. Setting up fair job classification and compensation systems and being transparent about hiring salary ranges will help you reduce pay inequities across gender, ethnicity, sexual orientation, and other dimensions of diversity. It is a major step in designing a workplace that works for everyone. It will also enhance your recruitment process as many candidates don’t apply if there is no salary information.

Diversity, Equity, and Inclusion (DEI) work is ultimately about fixing unfair systems and this is just one example. To learn more about approaching DEI from this lens, check out my latest course – DEI Essentials.

This example highlights the need for building a common understanding of foundational concepts and establishing a shared language. Equity and equality are two very different approaches to fairness!

To be effective in advancing DEI in the workplace, we also need clarity on the why and the how – why we do it, how we approach it, what the organizational practices related to DEI are, what behaviours are inclusive, and which areas we can influence. We must reflect on our experiences and explore what parts of our identity give us advantages and disadvantages. This will provide us with a strong foundation and enable us to approach DEI strategically.

Not being sure where to start, what approach to take, whose responsibility it is, or how to do DEI right are common barriers to taking action. I developed DEI Essentials – an interactive and evidence-based e-learning course on Diversity, Equity, and Inclusion (DEI) to help leaders and employees overcome these obstacles. I want to give as many people as possible practical knowledge so they can be more effective when introducing changes in the workplace, and be better at building organizations that work well for everyone.

My use of the word equity as opposed to equality is intentional. Recognizing how the workplaces were not designed with everyone in mind and understanding that there are systematic errors in how we treat people depending on what social group they belong to are fundamental mindset shifts that need to happen to do DEI work right. After an introductory module explaining the why of DEI, module two explores just that as we examine two myths about our workplaces:

• Neutrality Myth – the belief that our workplaces are organized in an objective and neutral way,
• Meritocracy Myth – the belief that our workplaces are meritocracies and people advance based on talent, effort, and performance – their merit.

In module three we dig deeper into core concepts including equity and contrast two ways an organization can approach issues in the workplace. Module four explores organizational practices and finally, the last module focuses on inclusive behaviours that make a difference. These are especially important if you are a manager as your behaviour impacts almost 50% of the feeling of inclusion for your team.

During the course, I define foundational concepts, debunk common misconceptions, and explore the latest research in the field with data from North America and Europe (including Poland). I share examples of organizational practices and individual behaviours that advance DEI and give you strategic frameworks you can use in your workplace.

While the main principles of DEI work apply to organizations anywhere in the world, this course has been tailored to the European audience. I have worked extensively with Canadian and European organizations, I can see clear patterns of differences and similarities.

To give you one example, in Poland, where I currently reside, only 3% of companies have a formal DEI strategy and 19% plan to create one. We need to develop foundational DEI capacities of leaders and employees to do better.

Check out DEI Essentials to build a strong foundation that organizes your knowledge and sets you up for success when implementing changes. Use coupon code foundationdei2023 to receive 20% off when signing up for the course in the next four weeks.