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Reflection on Master Thesis:
Speaking Through Policy: How HR Professionals Ventriloquise the EUPTD in the Pursuit of Pay Equity
(further details will follow)
Thesis made possible through Rumbold supporting a Master Thesis project for Andrea at the University of Twente and research data derived from active participation with Rumbold members & guests
Presentatie:
Stream:
Key take-aways:
The session highlighted how organisations interpret and act on the EU Pay Transparency Directive (EUPTD) in very different ways — from strictly compliance‑driven to deeply values‑driven responses. A central insight is that compliance alone will not close the gender pay gap; organisations need to address the structural drivers of inequality and embed equity into everyday decisions and conversations. The research by Andrea Ros shows that the directive becomes meaningful only through how professionals speak about it, frame it, and use it inside the organisation.
The four orientations identified — Moral, Moral Business, Strategic Business, and Market-Driven — provide a powerful lens to understand where an organisation currently stands and how it might evolve. The discussion emphasised that progress is possible, but only if organisations move beyond reporting and treat the directive as a lever for cultural, strategic, and systemic change.
Takeaways
- Understand the Gender Pay Gap as Structural
The gender pay gap is not simply a number — it is the product of deeply rooted organisational practices and societal norms. Closing it requires challenging underlying systems, not just adjusting outliers. - Compliance ≠ Equity
Organisations can be fully compliant with EUPTD reporting requirements while still maintaining inequitable structures. True progress demands looking beyond the audit trail and questioning the logic behind reward decisions. - Use the Four Orientations as a Mirror
The “Moral”, “Moral Business”, “Strategic Business”, and “Market‑Driven” orientations help organisations understand their current stance toward pay transparency and identify opportunities for evolution. - Embed Equity into Core Processes
Equity must be built into hiring, promotions, and salary decisions — not added as an annual corrective layer. Eliminating recurring issues like loyalty premiums requires process redesign, not one‑off fixes. - Normalise Pay Conversations
Pay transparency becomes meaningful only when leaders at all levels can confidently discuss fairness, logic, and decision‑making. Transparency is a cultural capability, not a data point.
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