The Lasting Benefits of Remote Work for Working Parents Post-COVID: Navigating Talent Shortages and Supporting Families

During the height of the COVID-19 pandemic, I had the privilege of collaborating with Professor Maros Servatka on a dissertation concerning the phenomenon of self-selection of the workplace and its ramifications on productivity. Our research underscored the favourable influence of self-selection on enhancing productivity, particularly among working parents, as evidenced by increased hours, heightened output, and an improved work-life balance.

From a personal standpoint, in my capacity as the Country Manager of a recruitment firm, I aimed to spotlight the transformation of a prevailing narrative: the reintegration challenges faced by highly skilled professional women who temporarily paused their careers to prioritize familial responsibilities. This narrative, once entrenched with formidable barriers upon their return to the workforce, was notably mitigated through the advent of flexible work arrangements.

Two years on, where are we now? Are organizations placing the topic of remote work in the “too hard basket to manage effectively”?

This article delves into the potential of remote work in mitigating talent shortages, increasing productivity, alleviating the financial strains encountered by families amidst the current cost of living crisis, and facilitating the reentry of working mothers into the workforce.

1.????????? Flexibility for Working Parents: Remote work offers unparalleled flexibility, allowing parents to better balance work and family responsibilities. For working parents, especially mothers, this flexibility is invaluable. It enables them to be present for their children’s milestones, attend school events, and manage household duties without sacrificing their careers. By eliminating the need for lengthy commutes and rigid office hours, remote work empowers parents to create schedules that suit their family’s needs, at the benefit of workplace productivity. ?

2.????????? Addressing Talent Shortages: Talent shortages have been a growing concern for businesses across various industries. In New Zealand, where I am based, 1000 skilled professional leave every week! Remote work provides a solution by widening the talent pool. Employers can tap into a diverse range of candidates, including those who live in areas with limited job opportunities or have caregiving responsibilities that make traditional office arrangements challenging. By offering remote work options, companies can attract top talent regardless of geographical location, ultimately strengthening their workforce.

3.????????? Mitigating the Cost of Living Crisis: The cost of living has been steadily rising, placing a significant financial strain on families, particularly those with young children. Remote work can alleviate some of these financial burdens by reducing expenses associated with commuting, childcare, and housing. Families can save on transportation costs, childcare fees, and even housing expenses by relocating to more affordable areas without sacrificing their careers. This newfound financial flexibility can make a meaningful difference for families struggling to make ends meet.

4.????????? Supporting Working Mothers' Reentry into the Workforce: The pandemic disproportionately impacted women, with many forced to leave the workforce to shoulder caregiving responsibilities at home. Remote work presents an opportunity to bring these women back into the workforce. By offering flexible work arrangements that accommodate caregiving duties, employers can empower mothers to reenter the workforce on their own terms. This not only benefits individual women and their families but also contributes to gender diversity and equality in the workplace.

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Implementing flexible work arrangements can be a double-edged sword for employers, I too can raise my hand here, it has not been easy to fairly manage. Flexible work introduces a myriad of challenges when not extended universally across the workforce. One immediate hurdle is the emergence of workplace gossip, as employees speculate about the criteria for eligibility and the perceived favouritism associated with the selection process. This can foster a sense of unfairness among those excluded from such arrangements, leading to potential discord within the team dynamics. In our organization, we also have role types, that are heavily challenged and proven unproductive when remote. Moreover, unequal access to flexible work can inadvertently exacerbate existing inequalities within the workplace, particularly if certain groups are consistently overlooked or disadvantaged.

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Suggestions to move forward: (may be a bit controversial… but hear me out, if you have read this far)

1)????? Transparency is paramount. Cut hybrid (It will forever be a confusing and misinterpreted model). Instead, offer either fully remote OR fully in the office.

2)????? Clear communication regarding the rationale behind offering either fully remote or fully in office. Including difference in compensation. As fully remote is a cost benefit, total compensation must be equally lower from fully in office workers. For example: Client Services Officer in office earning $70-80,000pa. fully remote NZD55-60,000 as an example. ?

3)????? Additionally, establishing fair and objective criteria for eligibility, such as job function or performance metrics, clear job description of duties can help ensure that the selection process is perceived as equitable. I would further this, to highlight, that fully remote work will have peer to peer management promotional opportunities limited or non-existent (especially in specific fields where in-person is key for learning and development/health and safety).

One might question whether this approach constitutes discrimination, yet I contend that the current landscape of the workforce presents unique challenges and opportunities. Many individuals would readily accept a compensation adjustment if it meant contributing to the workforce yet maintaining fully remote benefits. Furthermore, for most this is only temporary. For parents, particularly working mothers, accessing opportunities proves exceedingly difficult. The discrepancy between talent availability and market demand is evident, prompting a call for organizations to reassess their compensation structures, embrace transparency regarding remote work options, and enhance their strategies for talent attraction.

I implore organizations to reconsider their recent decisions to discontinue remote work opportunities and dismiss the concept as overly challenging. As a society, we were on the verge of achieving a harmonious balance in this regard, and it would be unfortunate to backtrack now.