The Covid-19 pandemic has turned workplaces upside down according to the new McKinsey report, Women in the Workplace 2020. The report on corporate US found that one in four women is contemplating downshifting their careers or leaving their job completely – something many would never have considered six months ago.
And while we can’t directly compare American women’s experiences with those in Irish companies, there has been anecdotal evidence that working mothers have been more burdened by childcare and eldercare – and homeschooling during closures from March to June – than their male colleagues.
"We have heard examples of women getting up early to do their work and then taking over family duties and going back to work at night so that their partner can get up and do his regular working day," says Michelle O'Keeffe from the Parenting Institute.
The Parenting Institute supports Irish companies to become “pro-parent workplaces” by understanding the competing demands on employees who are parents.
During the pandemic, it conducted an online survey, asking working parents about their experiences of working from home. Seventy-one per cent said the most challenging element was working with interruptions from children, while 67 per cent said finding time for themselves was difficult. Specifically working mothers said the inability to commit to structured meetings and timelines for work whilst helping children with homework created a more chaotic family and professional life.
Gender bias
Olivia Cannon, co-founder of the Parenting Institute says that employers must be willing to confront and tackle the stigma, discrimination and gender bias associated with caring for children and working part-time or flexibly. “This attitude forces women to take on the bulk of family-care work. And the persistent belief that flexible work is for women is also a barrier to men accessing flexible work,” says Cannon.
Gillian Harford is the country executive of the 30% Club Ireland whose mission is to achieve a better gender balance at all levels of leading businesses, including on boards and in executive leadership.
She says that companies already committed to agile work (when employees have more control of their working day) have fared better during the Covid-19 pandemic.
“Companies which offer flexible start and finish times were able to adjust and continue to perform much faster than those where the rules of the office still apply and people were constrained by the normal calendar of work,” says Harford. Companies that establish set hours for meetings and policies on responding to emails also help people to manage their days better.
The McKinsey report claims companies that don’t make significant investment in building a more flexible and empathic workplace risk losing women in leadership roles and future women leaders.
“One of the frustrations that has come up in our research is that working mothers are not getting work completed during working hours so it is no surprise that more and more women are considering taking a leave of absence or leaving the workforce altogether because of the current crisis,” says O’Keeffe.
Less than a third of US companies adjusted their performance review criteria to account for challenges created by the pandemic. Also, a third of companies updated employees on their productivity expectations during Covid-19.
‘Good absences’
“The pandemic has brought out the debate on real dual career [couples] and those where there is a prime career and a supporting career,” says Harford.
“In the beginning, it was about who was taking the additional responsibilities of childcare and homeschooling. Then, it became about who was able to go back to the office and who was expected to continue working from home. And those who are able to go back to the office are more visible for opportunities and assignments,” says Harford.
She says it is crucial for companies to focus on “good absences” which means preparing people for taking a break, working out whether they want to keep in contact while on their break and managing their return to work.
“It’s also important for companies to be inclusive in their advertising, induction and career processes to make sure they don’t disadvantage anyone,” says Harford. With job interviews, staff meetings and performance reviews online now, she says companies need to be aware of new kinds of excluded groups. “Some people are more comfortable with technology than others and if you are less comfortable going on camera, your face isn’t there, how will you be remembered for new projects or career opportunities?” she asks.
Harford believes that companies have embarked on lots of creative ways to keep employees socially included – from video quizzes and baking bonanzas to employees volunteering to do story time for colleagues’ children.
“Companies are also getting better now at doing break-out rooms and having smaller groups online which helps people feel more involved. But remote working five days a week still has its challenges.”
‘Always on’
The McKinsey report found that senior-level women who are the only, or one of few women in management, are twice as likely to be under pressure to work more and be “always on”. Yet, these senior-level women are more likely to embrace employee-friendly policies, champion racial and gender diversity and mentor and sponsor other women.
Kara McGann, head of social policy, diversity and inclusion at the Irish Business and Employers Confederation says that many companies are now scheduling informal conversations with staff members. "These one-to-one calls are a bit like checking-in to see how the person is coping. They aren't about work issues," she explains.
She says that there has been a huge investment in mental health and wellbeing programmes during the pandemic. “There has been a greater awareness of the importance of minding our mental health with mindfulness and resilience training, online group yoga classes and step challenges taken on by different teams,” she says.
Seventy per cent of the companies interviewed for the report stated they expect a significant share of employees will regularly work remotely a year from now. Eight in 10 employees say they want to work from home more often than they did before Covid-19. And while the crisis has fostered feelings of solidarity and empathy in many workplaces, the report suggests that gender inequalities will persist if companies don’t support both in-person and remote workers equally.
Five tips for women to prevent loss of promotion opportunities during Covid-19
1 Be clear about what you want. Make sure your manager knows your aspirations and what you would like to take on.
2 Work as a team at home. If you have a family, sit down with your partner and agree who is going to do what. This prevents one parent picking up the lion's share of the caring responsibilities.
3 Mind your language. Don't be over-apologetic or go into lengthy explanations if you can't be available at a certain time.
4 Showcase your talents. Make the most of your strengths and let others know about them.
5 Be visible and heard. Make sure your camera is turned on for virtual meetings. If talking over someone isn't your thing, use the hands up function or chat to get your point across.
Tips from Tracey Gunn, diversity and inclusion facilitator at the Parenting Institute.
