Why do women still earn less than men for the same work?

oktober 18, 2026

In the Netherlands, women earn less than men on average — even when they do the same work. The adjusted pay gap, which accounts for job role, sector, and experience, still amounts to several percentage points. This is not a coincidence or a matter of personal choice, but the result of structural mechanisms deeply embedded in organizations and labor market behavior. In this article, we answer the most frequently asked questions about the gender pay gap in the Netherlands.

How large is the gender pay gap in the Netherlands?

In the Netherlands, women earn roughly 14 to 16 percent less than men on average when comparing gross hourly wages without any adjustments. When you correct for factors such as sector, job level, and contract size, an adjusted pay gap of approximately 5 to 7 percent remains. That remaining difference cannot be explained by objective factors and sits at the heart of the gender pay gap debate.

The unadjusted figure reflects broader inequalities: women more often work part-time, are overrepresented in lower-paid sectors such as healthcare and education, and less frequently reach senior positions. The adjusted pay gap reveals what remains once all those contextual factors are stripped away. The fact that this gap is still positive indicates that more is going on than simply individual choices or circumstances.

Internationally, the Netherlands does not perform particularly well in this area. The gender pay gap in this country is higher than the average seen in many Scandinavian nations, where active policy measures and cultural norms around equality have been in place for decades.

What are the main causes of the pay gap?

The pay gap between men and women has no single cause — it is the result of multiple interconnected factors. The most significant are occupational segregation, part-time work, limited advancement to senior roles, and unconscious bias in pay decisions. Together, these factors explain why the gender pay gap in the Netherlands persists, even in 2026.

Occupational segregation and part-time culture

Women are heavily overrepresented in sectors such as healthcare, social work, and education. These are socially valuable sectors that are structurally paid less than sectors such as technology, finance, and engineering, which are dominated by men. This unequal distribution across sectors is one of the biggest drivers of the unadjusted pay gap.

In addition, a large proportion of women in the Netherlands work part-time. While this often appears to be a conscious choice, it is strongly influenced by the unequal distribution of caregiving responsibilities at home. Women more frequently take on the role of primary caregiver, which limits their availability for full-time work and career development.

Unconscious bias in pay decisions

Salary increases and bonus allocations are not fully objective processes in many organizations. Managers make assessments based on perceptions of performance, potential, and visibility. Research consistently shows that women are rated lower on potential than men with equivalent performance — and this directly translates into pay differences. This mechanism is subtle, but its cumulative impact is significant.

Why do women earn less even at the same job level?

Even when women and men hold the same position, a pay gap persists. This is because starting salaries differ, women less often ask for raises, and appraisal systems carry unconscious bias. The pay gap builds up gradually over the course of an entire career.

One important mechanism is the starting salary. When a new salary is based on the previous one, an initial difference carries forward at every step. If a woman accepts a lower starting salary than her male colleague at her first job, that gap grows with every raise and every new role.

Visibility and self-promotion also play a role. Men more often claim their successes explicitly, are more visible in informal networks, and position themselves more actively with decision-makers. This has a direct influence on who is considered for a promotion or pay raise, even when actual performance is comparable. Equal pay therefore begins not just with the paycheck, but with the entire dynamic surrounding recognition and advancement.

What role does negotiation play in the pay gap?

Negotiation plays a significant role in the gender pay gap. Women negotiate their salary less often than men, and when they do, they are more frequently judged negatively for being assertive. This double disadvantage makes negotiating strategically more complex for women than for men.

Research shows that a considerable portion of the pay gap can be explained by differences in negotiation behavior. Men more often ask for a raise, do so earlier in their careers, and propose higher amounts. Women more often wait until they feel they have “earned” it or that the timing is right — resulting in missed opportunities.

An additional problem is the social norm around women who advocate for themselves. Where a man who negotiates is seen as confident, a woman who does the same is sometimes labeled as difficult or demanding. This makes it not only a matter of skill, but also of strategy: how do you negotiate effectively without it working against you? That requires knowledge of the unwritten rules and a tactical understanding of how organizations actually operate.

What does the law do to enforce equal pay?

In the Netherlands, unequal pay for equal work is prohibited by law under the Equal Treatment of Men and Women Act. In addition, the European Pay Transparency Directive — which member states must implement by 2026 — requires organizations to provide greater transparency around pay differences.

The Pay Transparency Directive is an important step. Organizations with more than 100 employees will be required to report pay differences between men and women. When an unexplained pay gap of more than five percent is identified, employers must take action. This increases the pressure on organizations to review and adjust their pay processes.

However, legislation alone has limited reach. Enforcement is complex, women often do not know what colleagues earn, and the burden of proof still rests largely with the employee. Structural change requires not only legislation, but also active organizational policy and a cultural shift around gender diversity in the workplace.

How can organizations actively close the pay gap?

Organizations can close the pay gap by making pay processes transparent, actively steering toward equal advancement to senior roles, and addressing unconscious bias in appraisal cycles. This requires deliberate policy — not just good intentions.

Concrete steps organizations can take:

Conduct regular pay audits to identify and correct unexplained pay differences between men and women.
Make salary scales transparent so that employees know the pay band for their role and the criteria on which decisions are based.
Train managers to recognize unconscious bias in appraisal and promotion conversations.
Set concrete advancement targets for women into senior roles and attach accountability to them.
Invest in women’s leadership through talent programs and coaching that help women develop the strategic skills needed to advance.
Evaluate recruitment and selection processes for gender neutrality, including the wording of job postings and the composition of selection panels.

Gender diversity in the workplace is not an HR topic — it is a strategic necessity. Organizations that actively pursue it benefit from a broader talent pool, better decision-making, and a stronger position as an employer.

What can women do themselves to close their pay gap?

Women can reduce their pay gap by actively negotiating their salary, increasing their visibility within the organization, and understanding the unwritten rules of their work environment. Strategic action is at least as important as working hard.

Practical steps that make a difference:

Research market-rate salaries for your role and sector before entering any conversation, so you can back up your request with data.
Ask for a raise at the right moment — such as after a clear achievement or during a role change — and prepare for your manager’s response.
Make your results visible to the right people in the organization. Achievements that no one knows about carry no weight in pay decisions.
Build strategic relationships with decision-makers and sponsors who will mention your name when opportunities arise.
Learn the unwritten rules of how your organization really works: who holds influence, how decisions are made, and how to position yourself effectively.
Don’t wait to be recognized — take ownership of your career and salary growth.

This requires more than good intentions. It takes strategic insight, negotiation skills, and the courage to advocate for yourself — even when it feels uncomfortable.

How does Intouch Women help you address the pay gap?

At Intouch Women, we believe the pay gap is not only a structural problem that organizations need to solve, but also a personal challenge that calls for strategic action from women themselves. That is why we focus on both sides: we work with individual women as well as with organizations that take gender diversity seriously.

Our Masterclass Stratego for Women has been specially developed for ambitious women who want to take control of their career and their pay. In this intensive six-month program, you will learn to:

Understand the unwritten rules of your organization and respond to them strategically
Negotiate effectively around salary, advancement, and recognition — in a way that suits you
Position yourself with confidence in front of the people who matter
Expand your influence without losing yourself
Apply concrete strategies that work immediately in your day-to-day practice

We work in small groups of no more than twelve women, allowing for genuine depth and personal attention. The program is based on our bestselling Stratego for Women method and nearly 30 years of proven expertise in women’s leadership.

Ready to stop waiting and start acting? Explore the Masterclass Stratego for Women and discover how to turn your pay gap into a strong negotiating position.

Veelgestelde vragen

How do I know if I have a pay gap compared to my male colleagues?

Start by comparing your salary to market figures using sources such as industry salary surveys or labor market data relevant to your sector. If your organization makes salary scales transparent, you can also check internally whether your pay falls within the band for your role. If you notice a significant difference, that is a concrete starting point for a salary conversation with your manager.

What is the best time to negotiate a salary?

The strongest moment to negotiate is immediately after a visible achievement, during a role change, or at the start of a new appraisal year. Avoid times when the organization is under pressure, such as during restructuring or budget crises. Always prepare with concrete examples of your contributions and market-rate salary figures so you can support your request objectively.

How do I handle a 'no' after a salary negotiation?

A ‘no’ does not have to be the end. Always ask follow-up questions: what are the specific reasons, and what would need to change for a ‘yes’ to be possible? Agree on a concrete next review moment and put it in writing. This turns a ‘no’ into a clear path toward a future raise and demonstrates that you are serious and goal-oriented.

Does the European Pay Transparency Directive apply to small organizations?

The reporting obligation under the Pay Transparency Directive applies primarily to organizations with more than 100 employees. Smaller organizations fall outside the heavy reporting requirements, but are already bound by existing legislation that prohibits unequal pay for equal work. Even if your employer is not subject to reporting obligations, you as an employee have the right to ask about the pay criteria that apply to your role.

I work part-time. Does that automatically have a negative effect on my career prospects?

Part-time work does not have to block your career, but it does require extra strategic attention. Make sure your visibility and impact do not shrink in proportion to your hours: be present at key moments, actively maintain your network, and communicate your results clearly. Also discuss explicitly with your manager how advancement and pay are assessed in your situation, so that part-time work does not become an invisible barrier.

What if my organization is not open to conversations about equal pay?

If internal conversations produce no results, there are external options available. You can file a complaint with the relevant equal treatment authority, which can investigate potential unequal treatment. It may also be useful to seek legal advice or consult your trade union. Consider whether the organizational culture is genuinely aligned with your ambitions — an environment that does not take equality seriously will limit your growth opportunities in the long run.

How does the approach to the pay gap differ for women early in their career versus women in more senior positions?

Women early in their career are well advised to negotiate from the very first offer, because a low starting salary carries forward into all future raises. Invest early in visibility and building your network to lay a solid foundation. Women in senior positions have often already proven their capabilities and can negotiate from a stronger position backed by demonstrable results. At this stage, the key is to explicitly articulate the strategic value of your role and not accept symbolic recognition in place of concrete pay.