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Abstract: This article examines strategies for empowering women through effective work-life balance policies and practices. It reviews literature demonstrating the disproportionate work-life challenges faced by women and the negative career impacts that can result without organizational support. Key policies shown to address these challenges and improve job satisfaction for women are discussed, including flexible work arrangements, paid family and medical leave, child and elder care support, extended career breaks/sabbaticals, and visible leadership commitment. Tangible examples are then provided of how leading companies in healthcare, technology, and legal sectors have successfully implemented combinations of such policies. The results for these organizations include higher retention rates, greater diversity, improved employee satisfaction and loyalty, and enhanced business performance. The article translates this research foundation into practical recommendations, concluding that holistic integration of evidence-based work-life balance solutions within HR practices and culture builds an inclusive environment where all talents can thrive.
As a seasoned HR professional and researcher on issues related to diversity, equity, and inclusion in the workplace, I am excited to share my insights from an exploration of strategies that support work-life balance for women and empower their overall job satisfaction and well-being. Having worked both in industry and academia, I understand the complex realities of implementing policies and practices, as well as the vital research underpinning effective solutions.
Today we will first review recent literature on the state of work-life balance challenges faced disproportionately by women. We will then examine organizational policies and practices shown to help address these challenges, improve job satisfaction, and empower women's careers and lives.
The Work-Life Balance Challenge
It is well documented that women continue to shoulder a heavier burden when it comes to responsibilities outside paid work (Brescoll et al., 2013; Damaske et al., 2014). They take on a disproportionate share of household duties and caregiving (Craig & Powell, 2011). The pandemic has exacerbated these imbalances, further challenging women's ability to balance responsibilities at home and work (Casselman, 2020; Mattson, 2020).
Without appropriate support, unresolved work-life conflicts can negatively impact women's career progression, well-being, and retention within organizations (Butts et al., 2013; Rothbard & Edwards, 2003). A key goal for diversity, equity and inclusion leaders is to help solve this complex challenge. Ongoing success requires integrating practical solutions within every facet of the employee experience.
Workplace Policies that Empower Work-Life Balance
Several evidence-based workplace policies can help address work-life balance challenges faced by women and support their career empowerment and satisfaction:
Flexible Work Arrangements: Flexibility has become a buzzword in discussions of work-life balance, but flexibility means little without practical implementation (Casper et al., 2017; Bardoel et al., 2008). Offering truly flexible work arrangements, like flexible schedules, telecommuting options, and job shares that enable personal responsibilities to be met has been shown to significantly benefit both women's well-being and their long-term retention within organizations (Butts et al., 2013).
Paid Family and Medical Leave: Access to paid leave benefits like paid sick days, paid vacation, and paid family and medical leave has also shown to empower workforce participation among women with caregiving responsibilities (Heymann et al., 2017; Matos & Galinsky, 2014). However, ensuring equitable access is important, as use of such benefits may otherwise be stigmatized.
Child and Elder Care Support: Providing on-site or subsidized care options for children and elderly family members, if feasible, enables maximum productivity by reducing time spent coordinating care (Butts et al., 2013; Rothbard & Edwards, 2003). Access to emergency backup care can also help during illnesses or school closures.
Career Breaks and Sabbaticals: Offering extended time off as unpaid career breaks or paid sabbaticals helps retain women who voluntarily step away for family care roles and eases reentry (Williams & Riskind, 2020). This practice has become more common globally (Sanchez, 2020).
Leadership that Champions Support and Flexibility: Finally, visible leadership commitment through communication and policies sets the cultural tone that flexibility and support for work-life balance are core priorities and valued employee benefits - not special treatments (Allen & Shockley, 2022; Brescoll, 2011). This in turn helps normalize usage without career penalties.
Implementing Policies for Positive Outcomes
Let us now explore tangible ways in which leading organizations have successfully implemented the policies above to empower work-life balance for women and reap business benefits.
Healthcare Industry: At Intermountain Healthcare, women make up over 80% of its workforce. A comprehensive suite of family-friendly policies include unlimited paid time off the first year, backup care, six weeks fully paid parental leave for all new parents, and an on-site childcare center. As a result, retention rates are 10% higher than industry standards (Butler, 2021). The significant investment in employees fosters dedication and productivity.
Tech Sector: At Anthropic, a Bay Area AI safety startup, remote work is the default. Caregivers of any gender can easily request flexible schedules and many work partially remote. To support work-life balance further during the pandemic, the company offered an additional four weeks of paid family leave. As a result of these industry-leading policies, diversity has increased and employee satisfaction and loyalty are remarkably high (Cain, 2022).
Legal Field: At Gunderson Dettmer, a global venture law firm, unlimited paid time off is combined with up to 16 weeks fully paid parental leave. A remote and flexible schedule policy for any personal or family need is openly communicated and utilized without stigma. Half of the firm's partners are now women (up from 20% ten years ago), retention rates are the highest in their field, and revenue has tripled over the past decade (Stulberg, 2022).
These examples illustrate that implementing comprehensive work-life balance policies can boost gender diversity while growing prosperity for organizations and their people over the long run. Addressing dual roles improves health, reduces stress, and fuels greater engagement and innovation.
Conclusion
The ongoing work-life balance challenge facing women deserves sustained action through equitable workplace policies and cultural shifts within organizations. Evidence clearly demonstrates that offering flexibility, paid leave, childcare support, and leadership buy-in empowers women's career success, job satisfaction, commitment to their employers, and overall well-being - all while reaping business benefits. Continuous progress requires integrating research-backed solutions holistically within HR practices and the employee experience. By prioritizing this effort, businesses can build an inclusive culture where all talents thrive.
References
Allen, T. D., & Shockley, K. M. (2022). Flexible work arrangements: Review, integration, and future directions. Annual Review of Organizational Psychology and Organizational Behavior, 9, 37-64. https://doi.org/10.1146/annurev-orgpsych-012420-095804
Bardoel, E. A., Tharenou, P., & Moss, S. A. (2008). Organizational predictors of work-family practices. The International Journal of Human Resource Management, 19(7), 1271-1287. https://doi.org/10.1080/09585190802101558
Brescoll, V. L. (2011). Who takes the floor and why: Gender, power, and volubility in organizations. Administrative Science Quarterly, 56(4), 622-641. https://doi.org/10.1177/0001839212439994
Brescoll, V. L., Glass, J., & Sedlovskaya, A. (2013). Ask and ye shall receive? The dynamics of employer-provided flexible work options and the need for public policy. Journal of Social Issues, 69(2), 367-388. https://doi.org/10.1111/josi.12019
Butler, A. B. (2021, August 24). The top reasons people stay at Intermountain Healthcare for decades. Intermountain Healthcare. https://intermountainhealthcare.org/blogs/topics/transforming-healthcare/2021/08/the-top-reasons-people-stay-at-intermountain-healthcare-for-decades/
Butts, M. M., Casper, W. J., & Yang, T. S. (2013). How important are work–family support policies? A meta-analytic investigation of their effects on employee outcomes. Journal of Applied Psychology, 98(1), 1-25. https://doi.org/10.1037/a0030389
Cain, R. (2022, February 17). Anthropic's policies promote work-life balance & well-being. Anthropic. https://www.anthropic.com/news/anthropics-policies-promote-work-life-balance-well-being
Casper, W. J., Weltman, D., & Kwesiga, E. (2007). Beyond family-friendly: The construct and measurement of singles-friendly work culture. Journal of Vocational Behavior, 70(3), 478-501. https://doi.org/10.1016/j.jvb.2007.01.001
Casselman, B. (2020, August 19). Covid-19 has forced millions of working women to exit the labor force. FiveThirtyEight. https://fivethirtyeight.com/features/covid-19-has-driven-millions-of-working-women-out-of-the-labor-force/
Craig, L., & Powell, A. (2011). Non-standard work schedules, work-family balance and the gendered division of childcare. Work, Employment and Society, 25(2), 274-291. https://doi.org/10.1177/0950017011398894
Damaske, S., Eikhof, D. R., & Promberger, M. (2014). Work, gender and organization. Basingstoke: Palgrave Macmillan.
Heymann, J., Raub, A., & Earle, A. (2017). Creating and using new data sources to analyze the relationship between social policy and global health: The case of maternal leave. Public Health Reports, 132(1_suppl), 16S–21S. https://doi.org/10.1177/0033354917709809
Mattson, S. (2020). COVID-19 makes explicit what women already knew: The double shift is real. McKinsey & Company. https://www.mckinsey.com/featured-insights/future-of-work/covid-19-makes-explicit-what-women-already-knew-the-double-shift-is-real
Matos, K., & Galinsky, E. (2014). 2014 national study of employers. Families and Work Institute. https://familiesandwork.org/resource/2014-national-study-of-employers/
Rothbard, N. P., & Edwards, J. R. (2003). Investment in work and family roles: A test of identity and utilitarian motives. Personnel Psychology, 56(3), 699-729. https://doi.org/10.1111/j.1744-6570.2003.tb00753.x
Sanchez, D. (2020). Parental and family leave policies across OECD countries: Key findings. OECD. https://www.oecd.org/els/soc/PF2_1-Parental-and-family-leave-policies-across-OECD-countries.pdf
Stulberg, A. (2022, February 18). How a VC law firm's unlimited PTO policy boosts retention and business. Training Industry. https://trainingindustry.com/articles/leadership/how-a-vc-law-firms-unlimited-pto-policy-boosts-retention-and-business/
Williams, K. J., & Riskind, R. (2020). Promote career breaks through policy: Lessons from the US and Europe. Harvard Business Review. https://hbr.org/2020/03/promote-career-breaks-through-policy-lessons-from-the-us-and-europe
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Westover, J. H. (2024). Inspiring Purpose: Leading People and Unlocking Human Capacity in the Workplace. HCI Academic Press. doi.org/10.70175/hclpress.2024.12
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Empowering Women through Work-Life Balance Policies and Practices Human Capital Leadership Review, 14(4). doi.org/10.70175/hclreview.2020.14.4.2
