Important notice
This analysis is based on data from companies in West Germany in the period 2023—2024. It serves not the derivation of population-representative statements on gender pay dynamics, but the Illustration of the analysis capabilities of the PeopleIX platform using real people data. The results are in line with selected scientific literature, but only reflect the status of this data set.

Executive Summary

• The workforce is distributed almost equally, and structural differences persist.
• Leadership and management roles are predominantly occupied by men (up to 80% in some cases).
• In 2024, women overtook men in promotion paths — driven primarily by Gen Z and millennials.
• The The unadjusted gender pay gap is around 19%, particularly pronounced in older generations.
• Younger cohorts show lower or negative pay gaps.
• The compensation gap persists across the length of service.
• Male-dominated job families with higher median pay are strengthening the pay gap.

Methodology & data basis

data base

• Region: West Germany
• Period: 2023—2024
• Sample: ~4,000 employees
• Companies: cross-sector, modern organizational structures

Analytical dimensions

• gender
• Age & generation
• Length of service (tenure)
• Seniority & management
• Job family
• Remuneration (monthly contract salary)

PeopleIX Note:
All evaluations are based on standardized PeopleIX data models to ensure comparability between companies.

Gender distribution in the sample

total population

• Overall stable gender distribution between 2023 and 2024
• Slight decline in the total workforce in 2024 — presumably due to economic factors

generations

• Decline among millennials
• Growth in Gen Z and Baby Boomers
• Reference to changing recruiting and exit dynamics

Age & seniority

• Strong decline with 1—2 years of service
• Increase at 2—5 years
• Slightly increasing average age
• Decline in the number of people under 30

Gender distribution by hierarchical level

Leadership & Management

• women Catch up, but are still round two years behind male development
• 2024 shows a clear turnaround
• Key Drivers: Gen Z & Millennials

Top management

• C-level and first management level are moving in direction 50-50 distribution
• Majority aged between 30 and 45 (Millennials & Gen X)

Job families & seniority

Admission & stay

• New entries: ~ 60% female
• Postponement in favour of male employees after 2—5 years
• Possible effects of career breaks — detailed cohort analysis required

Job families

• Data/Tech/IT: 85-90% male
• Administration, People, Marketing: ~50-50
• Higher paid job families remain dominated by men

Gender pay gap analysis

definitions

• Unadjusted pay gap: Average compensation ratio
• Adjusted pay gap: Statistical adjustment for role, level, tenure, etc.

peopleIX provides both KPIs and enables fair, data-based compensation management.

⚠️ This report focuses on the unadjusted pay gap.

Overall result

• 15-20% unadjusted gender pay gap
• More compact female salary distribution
• Male distribution with longer “right tail” high salaries

Detailed breakdowns

Age & generation

• Clear improvement among younger generations
• Statistically significant differences
• Influence of career decisions and negotiation behavior

Length of service

• No improvement across tenures
• Reference to structural weaknesses in salary developments

Management vs. Non-Management

• Larger differences among managers
• Individual contract negotiations increase inequalities
• Transparency and documentation are becoming central

📌 Regulatory context: From June 2026, the EU Pay Transparency Directive Companies with 250 employees or more to clearly disclose fair compensation structures.

Key Implications for HR & Leadership

• Promotion logics are developing positively
• Compensation systems are lagging behind
• Job family segregation increases inequality
• Data-based transparency becomes regulatory standard

PeopleIX supports auditable, fair compensation analyses across all dimensions.

Conclusion

Modern organizations are showing clear progress in Executive diversity and entry-level equity.
Ohne structured, fair salary development mechanisms However, inequality persists.

People analytics is thus transformed from a “nice-to-have” to a strategic and regulatory necessity.

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