How to Communicate Your Gender Pay Gap Results Internally

Most organisations prepare their Gender Pay Gap report — but not their message

Preparing your Gender Pay Gap (GPG) report takes time, care, and accuracy — and communicating it clearly is just as important. When your team understands what the figures show and how you’re addressing them, the conversation becomes constructive and empowering rather than confusing or defensive. That’s why it’s worth planning not just your report, but your message. A clear, confident narrative helps your organisation own the story — and build trust in the process.

As discussed in our Gender Pay Gap Reporting Masterclass, if you don’t own the message internally, people will fill in the blanks — and confusion can follow.

1. Start with a shared understanding

Before your report is published, make sure everyone who will discuss it — executives, HR, communications, and people managers — understands exactly what the Gender Pay Gap measures and doesn’t measure.

The Gender Pay Gap measures: The average difference in pay between all men and all women in your organisation — regardless of role, seniority, or function.

It does not measure: Equal pay for equal work (that is a separate legal requirement under Irish law).

Who’s included: Employees employed on your chosen June 2025 snapshot date, using their remuneration for the previous 12 months for calculations.

Where to publish: On your company website (publicly available for three years) and, once required, on the State’s Gender Pay Gap reporting portal.

For calculations, inclusions, and reporting rules, see our Gender Pay Gap Reporting FAQ Guide.

2. Communicate early — and make your message clear

When to brief

• Before publication: align executives and HR on the key story and likely questions.

• Day of publication: share an internal announcement as the report goes live externally.

• After publication: run short Q&A sessions or briefings to reinforce understanding.

Who to brief

• Executives: a one-page summary of figures, main drivers (e.g., representation, seniority mix, bonus eligibility), and three next steps.

• People managers: short FAQs and talking points for consistent answers.

• All employees: a clear message explaining what the GPG measures, your results, and planned actions.

How to explain

Lead with facts, e.g.:

“Our Gender Pay Gap reflects our current workforce structure — for example, more men in senior technical roles. We’re working to create more balance through mentoring and development opportunities.”

Add context

Reference role types, working patterns, or bonus eligibility where relevant. Avoid speculation.

Outline next steps

Share specific, realistic actions such as leadership development, inclusive recruitment, or flexible-work initiatives.

3. Language matters: helpful  phrases to use when communicating your report

Tip: Simple, factual phrasing builds credibility and confidence.

4. Anticipate common questions

“Does this mean men and women are paid differently for the same job?”
No. The GPG looks at averages across all roles, not like-for-like comparisons. Equal pay for equal work is already protected by law.

“Why is our bonus gap higher than our pay gap?”
Bonus eligibility and distribution can vary by function or level. Reports also include the percentage of men and women who received a bonus for context.

“Can we close the gap next year?”
Sustainable progress takes time, especially where gaps reflect representation and progression. Focus on measurable, year-on-year improvement.

“Are cars, or vouchers included in hourly pay?”
Benefits-in-kind (e.g., vouchers, company cars) are included under BIK and Cash bonuses and commissions are included in bonus figures. 

5. Lead with honesty — and stay consistent

• Be factual: use calm, balanced language.

• Be consistent: ensure all leaders and managers use the same key messages.

• Be proactive: share your internal message at the same time as the public report.

• Be available: direct questions to a single HR or communications inbox.
  

(International guidance, including OECD good-practice materials, reinforces the value of clear internal explanations and consistent messaging for employee understanding and trust.)

6. Turn your data into meaningful dialogue

Before your report goes live on your website, invite conversation with your team.
Short internal briefings or Q&A sessions help people understand the figures in context and see how actions link to development and progression.

Use this moment to highlight how existing initiatives — leadership development, return-to-work supports, mentoring, or balanced recruitment — are contributing to progress.

In summary

Explaining your Gender Pay Gap results clearly helps turn a compliance requirement into a constructive conversation.

When people understand what the data means and what’s being done about it, they see reporting as part of a genuine effort to create opportunity.

For examples, templates, and a step-by-step walk-through, watch our Gender Pay Gap Reporting Masterclass recording