Destroying the glass ceiling: how to transform gender parity
In an industry where women make up 75 per cent of the workforce yet hold less than 20 per cent of the top-level positions, it's clear that something isn’t adding up, says Robert Kenward, Fitability Recruiter at You Search & Select.
We often talk about how progressive our sector is, but when it comes to gender equality in leadership roles, we’re falling short.
I’ve spent years speaking with agency heads and C-suite executives, and the consensus is clear: we need a seismic shift if we’re going to change this narrative.
Let’s start with the most glaring issue: the gender pay gap. Despite the overwhelming presence of women in our industry, there’s a shocking discrepancy when it comes to compensation at the top.
Recent data from the annual events industry salary survey paints a clear picture: 50 per cent of men in our sector earn over £60,000, compared to just 28 per cent of women. But here’s where it gets even more interesting—when asked if they were happy with their salary, 46 per cent of women said yes, compared to only 38 per cent of men.
Now, this raises a critical question: are these women genuinely satisfied, or are they ‘settling’ for less?
Please don’t shoot the messenger, but it’s worth considering whether this satisfaction is rooted in contentment or resignation. The fact that nearly half of the women who answered the survey are happy with their salaries, despite the glaringly obvious pay gap, suggests we need to dig deeper into the reasons behind this apparent satisfaction.
Closing this gap requires more than just raising awareness; it demands action. Women in our industry need actionable strategies to present themselves as the best candidates for higher-level positions and to negotiate salaries that reflect their true value. The gender pay gap won't close itself; it requires intentional, proactive steps from both individuals and employers.
Photo by Karsten Winegeart on Unsplash
Photo by Karsten Winegeart on Unsplash
Moving up from head of department to managing director isn’t just about working hard—it’s about navigating the often-unspoken rules of career advancement. The salary survey also reveals that men are twice as likely to occupy senior roles. Only 27 per cent of women hold senior positions compared to 46 per cent of men.
Here’s a breakdown: 32 per cent of men are directors compared to just 20 per cent of women, and 6 per cent of men are board directors compared to a mere 3 per cent of women.
Conversely, 49 per cent of women are stuck in manager/team leader roles, compared to 40 per cent of men, and 13 per cent of women remain in coordinator/executive positions, compared to just 2 per cent of men.
This data isn’t just numbers on a page; it’s a reflection of the barriers that many women face when trying to climb the ladder. It’s not enough to simply do your job well; you need to manage upwards, set clear timelines with your leaders, and make your ambitions known. This isn’t just about women being assertive; it’s about creating an environment where women are encouraged and supported to take that next step.
But women can’t do this on their own. Gender equality isn’t just a women’s issue; it’s an industry issue. Male leaders have a crucial role to play in dismantling the systemic barriers that prevent women from advancing. This means more than just paying lip service to the idea of gender equality; it means taking real, tangible actions to support your female colleagues.
Being an ally means recognising where the gaps are and doing something about it. It means creating opportunities for women to thrive, whether that’s through mentorship, advocacy, or simply making sure that women’s voices are heard at the decision-making table. As leaders, we need to ask ourselves: what are we doing to create an environment where women can succeed?
Despite some progress, we still have a long way to go. As Kerrin MacPhie of the MIA said in the survey report: "The dial has moved, but there is still more to do."
There’s been growth, but it’s not enough. We need to challenge the status quo and push for real change in our industry. This isn’t about ticking boxes or meeting quotas. It’s about creating an industry that truly reflects the diversity of its workforce - at every level.
I’m more convinced than ever that it’s time to smash the glass ceiling once and for all. We owe it to the women in our industry—and to the industry itself—to create a future where gender parity isn’t just a goal, but a reality.
Robert Kenward is leading the session Destroying the Glass Ceiling: How to Transform Gender Parity at Cvent CONNECT Europe in November.
He will be joined by Fiona Robson, Louisa O'Connor, Adele Woods and Carina Bauer on Wednesday 6 November at 2.15pm with the aim of challenging the status quo and taking bold steps toward gender equity in leadership.
Built with Shorthand