The gender pay gap is the percentage difference between average hourly earnings for men and women

Gender Pay Gap for the reporting date of 5 April 2019.

Since 2017 employers in Great Britain with more than 250 staff have to publish data on the pay gap between the average salaries of male and female staff. Shakespeare’s Globe falls within the scope of the reporting regulations. This is the third year of reporting.

For the purposes of this reporting we publish four pieces of information annually on our website and on the government’s gender pay gap service:

  • Gender pay gap (mean and median averages)
  • Gender bonus gap (mean and median averages)
  • Proportion of men and women receiving bonuses
  • Proportion of men and women in each quartile of the organisation’s pay structure

For the purpose of this report, we refer to staff in terms of ‘men and women.’ When reporting data as outlined in the legislation we refer to ‘male and female’. We acknowledge that gender is self defined and not binary.

Shakespeare’s Globe Workforce Profile

Our workforce is split across theatre, education, visitor experience and support areas including communications, finance, box office, development, human resources, building operations, retail and administration. The workforce consists of full time and part time, casual and freelance workers whose pay structures and pay rates vary. The Gender Pay Gap was calculated using each individual’s equivalent hourly pay rate in order to be able to compare data on a like for like basis.

Those employees who are considered relevant for the purposes of this report are full time and part time permanent and temporary employees, plus casuals and freelancers including education practitioners, actors, stage managers, and technical staff including wigs and wardrobe, lighting and sound technicians. Included in the 2019 survey are 354 staff: 141 men and 213 women (2018: 388: 154 men and 234 women).

Mean Gender Pay Gap 2019: +17.1%
(2018: +10.1%; 2017: +16%)

This means that the mean average earnings of men is 17.1% higher than the mean average earnings of women, irrespective of their role or seniority. This is calculated by taking all of the individual pay rates of men and all of the individual pay rates of women and then taking the mean average

Median Gender Pay Gap 2019: +9.9%
(2018: +6.6%; 2017: +7%)

The median is the figure that falls in the middle of a range when all individual wage rates are listed in order from lowest to highest. The result means that the midpoint when looking at all the individual pay rates of men at Shakespeare’s Globe is 9.9% higher than the midpoint of women’s individual pay rates when listed from lowest to highest.

Gender Bonus Gap

Shakespeare’s Globe does not have a bonus scheme so we do not report on bonus payments related to gender.

2019 Pay Quartiles

Proportion of men and women in each quartile pay band:

2019 2019 2018 2018 2017 2017
Male % Female % Male % Female % Male % Female %
Upper quartile 50.5 49.5 47.0 53.0 50.6 49.4
Upper middle quartile 34.4 65.6 34.7 65.3 42.5 57.5
Lower middle quartile 33.7 66.3 35.5 64.5 33.3 66.7
Lower quartile 40.5 59.5 41.4 58.6 32.2 67.8

Actions that we are taking to address our Gender Pay Gap

Our ambition is to reduce the Gender Pay Gap over time and to be able to report an improvement every year. This year our gender pay gap increased for both the mean and median results which reflects appointment decisions taken during the preceding year.

Last year we set out a detailed action plan and whilst some of those actions are relatively quick to implement, others will take time to both implement and then to have an impact on the Gender Pay Gap results.

Our progress against the plan set out in 2018 has been as follows:

  • Ensure we understand and analyse our data – we have set up processes to better understand staff turnover and the profile of applicants for roles. We have also set up a new online exit survey to collate information from leavers about their time at the Globe. These are relatively new so will take time to provide meaningful data trends against which we can measure ourselves and take any appropriate action.
  • Ensure our working practices continue to challenge unconscious bias – we have held a series of mandatory unconscious bias training and a programme of inclusive leadership training for senior colleagues at the Globe.
  • Ensure our recruitment practices are fair and robust – we have undertaken a detailed review of recruitment practices and developed a wide reaching programme to reinvent recruitment at the Globe in order to ensure that our recruitment practices are consistent and fair, offer opportunities for internal candidates and support flexible working options wherever possible. This is being rolled out together with a mandatory programme of training for all hiring managers.
  • Identify existing or potential barriers for current and future employees – we are exploring ways of supporting our managers to understand flexible working options for their teams. Our programme of reinventing recruitment supports applicants with flexible working preferences and internal applicants for job vacancies.
  • Give effective support during long term leave – we are reviewing all of our policies for colleagues, which we hope to relaunch in 2020 in our new handbook which will include a range of new and updated polices to support an inclusive workplace. These will clarify the support available for those on long term leave and on their return to work.
  • Ensure appropriate support for our managers – we have delivered a number of programmes to support managers including those in helping understanding personal unconscious bias, performing effective appraisals and undertaking fair and balanced recruitment campaigns. We have also continued to deliver a nine month training and mentoring  programme for managers/supervisors who are not part of the wider leadership group to support their management skills and development.
  • Monitor staff experiences associated with gender – our approach to exit surveys continues to evolve. We have recently launched a new and more detailed online exit survey process which will, in time, generate more meaningful data enabling us to take actions based on this information. We will also be asking our recently formed Diversity and Inclusion Forum to report on the experiences of current employees.
  • Facilitate more balanced constructive conversations on progression – we have reviewed our approach to the Globe wide appraisal system and all appraisers are completing a mandatory programme of training in order to ensure that these conversations are effective and constructive.

In addition we will be launching a review of the pay structure across the organisation in 2020.

The action plan remains a work in progress that will evolve over time and from which we will learn, obtain better information, support our people and in time, support a reduction in the Gender Pay Gap.