Visible women leaders can strengthen an employer’s story, but visibility alone cannot show whether women enter, progress or receive fair pay across an organisation.

The latest Office for National Statistics gender pay gap release reported a 12.8 per cent gap among all employees in April 2025, down from 13.1 per cent in 2024. The measure describes differences in hourly pay, not unequal pay for the same work, and it does not identify where recruitment barriers occur.

For a recruitment review, examine the stages where influence is possible. Compare the wording and essential criteria with the work. Review where the role was advertised, who applied, who met the criteria, who was shortlisted and who received an offer. Where lawful monitoring data exists, compare outcomes by role family and seniority, and show missing or undisclosed responses. Do not combine unlike roles to produce a reassuring average.

Also test the flexibility story. Work life arrangements can matter to recruitment and retention across different groups. For employers now, the useful question is whether working pattern, location, hours and progression expectations are explicit and genuinely compatible with the role. An inclusive statement cannot compensate for an undisclosed requirement that filters out candidates.

Set a baseline and a review point before promotion begins. Record each channel and its dates, then separate views, application activity, completed applications, shortlisting and appointments.

Use results to adjust advert wording, criteria and process.

A specialist women focused channel may be one additional route to test when a vacancy has a defined outreach objective. Women’s Equality and Diversity Jobsite can sit alongside the careers site, ATS and existing suppliers. Judge it carefully on campaign records and relevant outcomes, not assumptions about who uses it.

If your last senior vacancy attracted few women, can you identify the stage where the evidence clearly points to a barrier?