Each year, the Workplace Gender Equality Agency (WGEA) reminds us of the persistent gap between what men and women are paid in Australia. The latest report shows an average gap of $28,4251 (inclusive of salary, super and bonuses), which is approximately 28% if we accept that the annual full-time salary in Australia is $100,000 pa.
That is a confronting figure, but unfortunately, not a surprising one.
What gave me pause was a different statistic from Finder’s 2025 State of Women’s Wealth report, which found the gender pay gap starts in childhood. Girls receive, on average, $7.50 a week in pocket money. Boys receive $10.30, which is a 37 per cent difference.
This statistic is both simple and staggering. It highlights how early value systems are formed. It reinforces something we all know – whether the CEO, CPO, a leader, or the woman who is being paid significantly less than their male counterpart. This research implies that by the time women enter the workforce, they may have already been unconsciously socialised with the deep belief about worth, negotiation, assertiveness and visibility.
This is not about placing blame on families or parents. Instead, it is an important reminder for organisations. The pay gap does not begin at payroll. It begins in perception. Closing it will take more than annual audits or good intentions.
I have worked with thousands of employees across all levels, and at Peeplcoach, we have seen clear patterns emerge. These patterns are not just among women, but also within the systems and leadership cultures they operate in. The issue is twofold:
- Women continue to face structural barriers and unspoken cultural expectations in the workplace.
- Organisations are still evolving the systems needed to counteract those forces. Often, they unintentionally expect women to simply “be more confident” rather than removing the barriers that require them to work harder to be seen.
Common issues that surface in our coaching work include:
- Lack of confidence in their skills and experience.
- Not feeling they deserve or asking for a promotion or pay rise.
- Too much patience – assuming that good work will be rewarded without asking.
- Scared of being called “aggressive, difficult or bossy” if they are a little assertive (interesting, I get called these things far too often). And note judgments come from all genders.
- A greater need or desire to say yes, not to disappoint and to ensure others are looked after.
It is important to note that these are not personal flaws. They are the product of broader cultural norms that shape how women and men experience leadership and success.
At the same time, many male leaders we work with genuinely want to support gender equity. However, they may not fully understand how unconscious bias shows up in their teams. For example, they might perceive a woman’s lack of self-promotion as a lack of ambition or be more inclined to support someone who leads in a style that reflects their own experience.
This is where systems matter. HR and organisational leaders need to think beyond isolated interventions and focus on embedding equity into the everyday structures of work.
That includes:
- Transparent promotion and pay frameworks, with clear criteria and visibility across levels.
- Sponsorship and succession planning that goes beyond informal networks to ensure women are being considered for strategic opportunities.
- Leadership training that includes awareness of bias, inclusive decision-making, and how to create psychologically safe environments.
- Coaching and development pathways that build capability and confidence, supported by actual opportunities for advancement.
Coaching is often discussed as a solution for individuals, and it is valuable in that context. But its greater value lies in helping individuals navigate the system while also holding a mirror to the system itself.
Coaching can reveal the unspoken rules, help people name what is not working, and support leaders to shift the culture from within.
Importantly, coaching alone is not the solution. Nor is confidence training, or women’s leadership programs in isolation. These can all play a part, but they must sit within a broader organisational strategy that acknowledges and addresses systemic inequality.
The gender pay gap is not just about numbers. It is about who gets seen. Who gets heard? And who gets access to growth?
If we want real progress, we need to shift the conversation from fixing women to fixing the structures that hold them back, often unintentionally, from reaching their full potential.
That work starts not just with data, but with reflection. On what we reward. On how we lead. And on whether the systems we build are lifting people up or simply asking them to try harder. And as Finders’ report indicates, maybe this work starts closer to home than we realise.
