In a world that claims to value diversity, inclusivity, and work-life balance, it’s perplexing to see how little progress has been made in corporate flexibility, mainly when supporting new parents.
Despite the rhetoric around the importance of well-being, many organisations still cling to outdated models that do not reflect the realities of modern family life. For new parents, this rigidity is more than just an inconvenience; it’s a significant barrier to their personal and professional success. If there’s no option for flexible working, part-time hours or option for job-share, guess what? You’re not a flexible employer.
Corporate companies can offer a lot of flexibility. Most of our daily tasks aren’t client facing, depending on your role, especially if you’re not in sales. We’re not taking care or saving lives here.
New parents face many challenges. From the struggle to secure affordable childcare to the guilt-ridden balancing act of managing work and family commitments, it’s clear that the system is not designed with them in mind. While there has been a growing awareness of the need for change, the pace at which businesses adopt truly flexible work policies is alarmingly slow.
So, why is corporate flexibility still a rarity rather than the norm? And why did we progress during and post-pandemic to now regress?
As founder of Brand Champions, I have a thriving 7-figure agency business, and the core principle is flexibility and family first. When returning to work after having children, I was rejected when I requested part-time or flexible work. I secured a job share at a different company, but then, upon returning from the birth of my second child, even this flexibility was removed. I have since made it my mission to make flexible working in corporate work whilst being an active advocate.
The myth of the ‘Ideal Worker’
Many corporate companies believe there’s an ‘ideal worker’. Someone always available, puts in long hours and prioritises work above all else. This outdated stereotype does not reflect the diversity of today’s workforce, where employees come from various backgrounds and have different needs, especially when in today’s society, a dual income is a requirement for many.
The reality is that parents, particularly the primary caretakers, often face a ‘parenthood penalty’ where their commitment to their careers is unfairly questioned simply because they have children. This bias hinders career progression and discourages talented individuals from returning to the workforce. In a world where talent is the most valuable resource, it’s baffling that companies are willing to sideline a significant portion of it simply because they can’t let go of an antiquated ideal.
The fear of change
Change is always challenging, especially in large organisations where processes and policies have been in place for decades. Many businesses fear that offering flexibility could lead to a loss of control, decreased productivity, or even set a precedent that could be difficult to manage. However, these fears are largely unfounded.
The pandemic provided a real-time experiment in flexible working, with many corporate companies being forced to adopt remote work overnight. The results were clear: flexibility did not lead to a collapse in productivity. Many employees thrived, demonstrating that they could be just as, if not more, effective when given the autonomy to manage their work in a way that suits their personal lives.
The business case for flexibility
Beyond the moral imperative, there is a strong business case for embracing flexibility. Companies that offer flexible work arrangements are more likely to attract and retain top talent. They benefit from a more motivated, engaged, and loyal workforce, and they are often seen as more progressive and forward-thinking, which can enhance their reputation.
Moreover, flexibility can lead to significant cost savings. Reduced office space requirements, lower turnover rates, and improved employee well-being contribute to a healthier bottom line. The truth is, flexibility is not just a ‘nice-to-have’; it’s a strategic advantage in the increasingly competitive world of work.
Moving beyond tokenism
While some companies have made strides towards flexibility, many of these efforts feel like token gestures rather than genuine change. Offering remote work one day a week or providing a limited amount of parental leave is not enough. What’s needed is a fundamental shift in how we think about work and family life.
True flexibility means allowing employees to choose when, where, and how they work based on their unique circumstances as long as the work gets done. It means trusting employees to manage their time effectively and focusing on outcomes rather than hours spent at a desk. It means recognising that parents, like all employees, can contribute significantly to the business’s success when they are supported to do so.
Moving forward
The time has come for businesses to stop paying lip service to flexibility and start making it a reality. This will require bold leadership, a willingness to challenge the status quo, and a commitment to creating a more inclusive and supportive work environment.
The benefits of flexibility for new parents are clear. It allows them to continue their careers without sacrificing their family life, reduces stress and burnout, and helps them be more present both at work and at home. For businesses, the rewards are equally significant – a more engaged workforce, higher levels of productivity, and a stronger, more resilient organisation.
Ultimately, the question is not whether we can afford to offer flexibility but whether we can afford not to. The future of work is flexible. It’s time for businesses to catch up.
With over two decades of professional experience, Fiona has cultivated a wealth of expertise collaborating with renowned household brands such as British Airways, Nestle and Pfizer. Recognised as a 'Rising Star' by Marketing Week early in her career, Fiona has been honoured with multiple innovation awards.
In 2018 Fiona identified a unique opportunity to leverage her skills and knowledge to establish an agency that could seamlessly support both agencies and clients. This vision materialised into Brand Champions, a dynamic business specialising in Strategy, SOS and Skills. Brand Champions is dedicated to assisting clients with significant strategic initiatives, addressing short-term resource challenges, and fostering in-house learning and development. In her current role, Fiona is committed to helping others to build champion brands through the comprehensive services offered by Brand Champions.
