Analyse your data

“Unless you do an analysis of the current state of the organisation, you will not be able to make meaningful changes. Research first, then you can build targeted plans around it.”

Susan Doughty, (Former) Partner, People Advisory Services, EY

Analysing employee data is the first step

All organisations are different and may have different problems to address. Regardless of size, you need data to take action.

Guidelines for calculating gender pay gaps

Stats NZ has guidelines to measure gender pay gaps in businesses. 

The guidelines explain:

•    what gender pay gaps are

•    possible contributing factors to gender pay gaps

•    why organisational gender pay gaps should be measured

•    how to measure organisational gender pay gaps step by step

•    how to analyse and understand gender pay gaps in your organisation

•    key terms in a glossary.


Explore more broadly

Address ethnic pay gaps

Many women face the combined effects of gender and ethnic pay gaps.  For example, while in 2018 in New Zealand overall the median hourly earnings for European women was $24.80, the median hourly earnings for Māori women was $21, Pacific women received less at $20.14 per hour, and Asian women earned $22.04. Combine ethnic and gender data in your organisation to identify these types of gaps.

Other actions for employers

  • Calculate the gap between men and women in comparable roles who:
    • are newly recruited
    • work flexibly (particularly part-time) compared with those who don’t
    • take parental leave compared with those who don’t.
  • Look at how many men and women are in comparable roles, how many are new recruits, and how many have taken parental leave or are working flexibly.
  • This shows if the gaps are in starting salaries or if they appear later, and if employees are penalised for taking breaks or working flexibly.
    • Review promotion and salary progression for men and women who have worked in your organisation for some time (include breakdowns by level, and by comparable roles).
    • During annual performance rounds, review performance ratings and proposed salary increases for men and women, and for part-time and full-time staff.
    • Staff engagement surveys can explore perceptions of fairness.