Monday, November 2, 2026

Closing the Gender Gap Takes More Than Equal Pay

Andrew Regnerus, WOW Board Vice-President and International Representative

I recently wrote about CLAC’s role at global board meetings of the World Organisation of Workers (WOW), which were held in October. In the same week, we attended a seminar hosted by WOW’s European affiliates and financed by the EU. The theme was the gender gap. I’m sure this is familiar topic for most readers. More pointedly here, the focus was on what unions can do through influence and collective bargaining to close the gap.

We begin with the assumption that the gender gap is undesirable. By understanding how and why it exists, we can identify ways to address it. We heard that the gap affects not only many women but also workplaces and the broader economy.

In the war for talent, the economy suffers. Businesses struggling to fill roles could enhance employment and career advancement for the “other half” of the workforce, which faces systemic barriers in their workplaces. Teams with gender balance perform better, according to cited stats.

We assume that gender should not affect earnings. Some may argue that this issue has largely been addressed through collective bargaining agreements and pay equity laws, which require men and women to be paid the same rate for the same work. That is good but fails to address “longitudinal pay fairness.” Measured over a career, family care responsibilities contribute to a gap. Presenters at the seminar advocated for a range of legal, policy, and bargaining measures aimed at advancing equity. I’ll mention a few.

Parental Leave. Presenters advocated for expanded parental leave, equal leave entitlements for mothers and fathers, and separate leave periods for each parent. They argued that this approach allows fathers to bond with their children while enabling mothers to return to their careers, if they choose. Developing caregiving habits in fathers can help address later decisions about which parent steps away from work when childcare needs arise. Presenters encouraged fathers to take their full parental leave entitlement. As more fathers do so, it becomes increasingly normalized, making it easier for others to take leave after a child's birth or during family emergencies.

Mental Load. With an ethos of shared responsibility for care, moms and dads share will share the mental load. But when dad “helps” mom with childcare, he isn’t truly sharing the responsibility. For example, when he does the shopping, who made the grocery list? Most often, it is the mom whose work schedule must flex around childcare, doctor appointments, school holidays, care of aging parents, etc. Mom’s mind is occupied by work, birthday presents, and soccer coordination. When dad shares all of this load, mom’s career suffers less.

Engagement During Parental Leave. It’s a good practice to keep in touch. (Of course, this depends on mom’s capacity and willingness.) Women on leave should be advised of workplace news, policy changes, job postings, staff changes, training and advancement opportunities, etc. This small effort facilitates smooth reintegration, bridges opportunity costs, and resumption of role responsibilities.

These are a few thoughts that I took home. These goals can be achieved through a variety of approaches, including fairer workplace policies, more progressive attitudes toward gender roles at work and at home, laws that support families and help both parents thrive, and collective bargaining that addresses gaps in pay, responsibility, pensions, and workplace flexibility for women. Achieving all these goals is good for women, for men, for workplaces, and for the national economy.

Closing the Gender Gap Takes More Than Equal Pay

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