In the dynamic landscape of the modern workplace, the inadequacies of existing policies and support mechanisms for working parents have made it nearly impossible for two working parents to both achieve a fulfilling career.
This situation not only impacts individual families but carries broader repercussions for the economy and organisations. Urgent action is required to make it both financially and practically viable for working parents to actively participate in the upbringing of their children without sacrificing their professional aspirations in the process.
Aim for transformative change
Our latest report, published and developed in collaboration with WOMBA (Work, Me, and the Baby), explores evidence-based strategies to drive positive change for working parents and organisations within the UK.
In the first stage we delved into the experiences of working parents transitioning back to work post-childbirth. Subsequently, we engaged people leads, including HR professionals, diversity and inclusion experts, people management specialists and working parent advocates, in roundtable discussions.
Despite the recognition of the immense value in supporting working parents, it became clear that many organisations stumble when it comes to making tangible, lasting changes. Insights from these discussions revealed a shared desire among people leads for transformative change in several key areas.
These include addressing skills and confidence gaps among managers, fostering psychologically safe workplaces, improving communication channels, challenging gender stereotypes, and providing specialised support for working parents.HR professionals also highlighted that whilst the government is responsible for some of the barriers for working parents – such as childcare and its respective costs – many barriers are within organisations’ control.
Priority actions for people leads
- Introduce structured hybrid working
Both parents need to feel they can use hybrid working arrangements without detriment to their career. Organisations must widen access to what has been known as ‘policies for mums’, and create a culture in which all parents can fulfil their caring responsibilities and progress their careers.
- Develop a flexible working culture
Flexible policies need to be introduced within an aligned culture, and supported by organisational practices.
- Provide specialist support
Organisations must recognise that one size does not fit all, and step up to off er tailored support, from childcare assistance to mental health resources.
- Tailor, flex and promote policies
Complex policies stand in the way of change. When full support comes from the board in an organisation, leaders are likely to be looking towards best-in-class policies that stand out against their competitors.
- Train and support line managers more
Managers are not automatically expected to know how to support working parents. However, there is training that can help. Organisations must equip their managers to understand the challenges working parents face, and give them the tools to be supportive advocates.
Collaboration is crucial
To transform the landscape for working parents and organisations in the UK, there needs to be a joint effort. Boards, people leads and the UK government need to come together, to shift the status quo.
Our findings underscore the influence of boards in steering the working parents’ agenda. When boards take the lead, it greatly shapes company culture and progress. Collaboration is key. Aligning people leads, boards and the government creates a powerful synergy to drive positive change.
The call for change is loud and clear. Organisations must comprehensively re-evaluate their policies and practices, fostering an inclusive and supportive environment for dual-working parents. This isn’t just a nod to diversity, it’s a strategic move that impacts company culture and resilience.
It’s time for collaborative action. Boards, people leads and the government need to synchronise eff orts to pave the way for meaningful change in supporting working parents. By making concerted efforts, organisations can not only transform their culture but also contribute to a workplace that thrives on inclusivity and resilience.
Carina Paine Schofield is leadership lab director at Hult International Business School
