When data meets reality: Understanding fairness in project management hiring

Watching Karren Brady’s recent BBC documentary made me reflect on how hiring practices in project management continue to evolve, yet still leave some professionals feeling unseen. Concepts like “cultural fit” often seem positive, but they can unintentionally exclude diverse talent, including women and those from international backgrounds. Even in blind hiring tests, men are selected 80% of the time, indicating that unconscious bias continues to have a significant influence.

Across the profession, data continues to show disparities. According to the APM Salary and Market Trends Survey 2025, women now comprise around 25% of project professionals, while men continue to represent the majority. Despite growing awareness, the question is no longer whether bias exists but how the profession can work together to reduce its effects.

Understanding the hiring landscape

Most organisations aim to create inclusive recruitment processes, but the outcomes often tell a different story. The APM Salary and Market Trends Survey 2025 revealed that the average salary for project professionals has increased by just over 10% since 2023, rising from £47,500 to £52,500. However, the gender pay gap has widened from 24% to 35%. This suggests that while the profession is thriving overall, pay equity is not improving at the same pace.

Research from McKinsey’s Women in the Workplace 2024 report adds to this picture, finding that men are 40% more likely to reach senior leadership roles. APM’s own study, The Aura of Capability: Gender Bias in Selection for a Project Manager Job, also showed that both male and female assessors tend to prefer male candidates when reviewing identical CVs. These findings highlight that bias is often unintentional but still shapes professional outcomes.

Subtle barriers within the profession

Brady’s documentary explored how assumptions about gender begin early, with children as young as nine associating leadership with men. These ideas often carry through to adulthood, influencing hiring and promotion decisions. The Erasmus+ report found that one in ten women lose their jobs after having children, a pattern reflected in project management, where only 30.8% of senior roles are held by women.

Interestingly, the same APM 2025 survey also showed optimism within the profession. Around 80% of project professionals reported feeling satisfied in their current roles, and more than half now hold APM qualifications such as the PFQ or PMQ. This growth in professionalisation is encouraging, yet it also reminds us that equitable opportunity must develop alongside career confidence.

Where experience meets reality

As someone transitioning from the built environment into project management, I have personally seen both the challenges and opportunities this field presents. I worked hard to gain relevant qualifications, tailor applications and communicate my transferable skills. Yet, like many others early in their careers, I experienced unexpected rejections without feedback. The most frustrating were those that came after lengthy assessments, only to discover later that visa sponsorship policies made the role ineligible.

It raised important questions for me about how technology and automation influence recruitment. Nearly half of project organisations now use AI tools to automate tasks and support decision-making. While these tools bring efficiency, they can also reinforce existing biases if not designed carefully. Understanding these systems helps professionals navigate them more effectively, while encouraging organisations to keep fairness at the forefront.

Moving forward together

For professionals like me entering or progressing within project management, awareness is key. Recognising bias is not about assigning blame but about improving systems so that skill and potential are the focus. Progress depends on collaboration between individuals, employers, and professional bodies.

Sharing experiences and data-driven insights helps everyone see where change is possible. The project profession continues to show resilience and adaptability, and with conscious effort, it can also become a model for fairness and inclusion.

The goal is not to criticise the system but to understand it better, so that every qualified professional has a genuine opportunity to contribute. As APM’s data shows, awareness is growing. Now the challenge is to turn that awareness into action that builds a stronger, more inclusive project management community.