workplace

New Research on Family-Friendly Policies in the Workplace: Lessons from around the World

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recent New York Times article Claire Cain Miller gives examples of some of the laws that have been passed around the world to address family and career balance:

  • Chile passed a law, the most recent version in 2009, requiring employers to provide and pay for child care for women with children under two.
  • Spain passed a law in 1999 giving workers with children younger than seven the right to ask their employers for reduced hours without fear of being laid off.
  • The United States passed the Family and Medical Leave Act (FMLA) of 1993, which provides workers with twelve weeks of unpaid leave.
  • Many other countries in Europe provide long, paid maternity leaves—some up to one year—and part-time work protections.
Several new studies, summarized by Miller, have produced some disappointing findings about the “unintended consequences” of these laws for women. We need to learn from these experiences. Here are some of these findings:
  • In Chile, the result of the requirement for employers to provide child care has been a decrease in women’s starting salaries of between 9 percent and 20 percent.
  • In Spain, women’s right to work part time has resulted, a decade later, in a decline in full-time stable jobs for all women, with companies 37 percent less likely to promote women and 45 percent more likely to dismiss them.
  • In the United States, as a result of the FMLA, women are 5 percent more likely to remain employed but 8 percent less likely to be promoted than they were before the law was passed.
  • A study of twenty-two countries with family-friendly policies found that women were more likely to be in dead-end jobs and were less likely to be managers.
Clearly, this news is not good. So what are the lessons we can learn about how to get more support for working families without penalizing women?
  • Make sure employers do not bear the costs so that they do not pass them on to their employees as in Chile. Three states in the United States offer paid family leave and finance it through employee payroll taxes, which seems to be working.
  • Keep policies gender neutral and encourage both women and men to use them. In Sweden, family leave policies encourage both parents to take time off for a new baby. In most other countries, including the United States, these policies are considered to be for women, and it is nearly all women who take advantage of them. If men take advantage of family-friendly policies, perhaps they will be seen as policies for everyone, and not just for women.
  • Continue to challenge the myths about women’s careers, described in previous blogs (“Myths about Women’s Careers,” part I and part II), and work toward equal partnership with the men in our lives.
Do you have other ideas about how to overcome the unintended consequences of family-friendly policies for women? Please let us hear them. We need to figure this out together.]]>

Next Steps for Dealing with Negative Stereotypes

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  • Discounted or doubted yourself?
  • Apologized before presenting your ideas in a group or meeting, such as saying, “I may be wrong” or “This is probably a stupid question”?
  • Felt like an imposter or fraud when you got a promotion or opportunity?
  • Looked in the mirror and really disliked what you saw?
  • Tied your self-image to your appearance or clothes?
    • Level II—Have you ever
    • Said something negative about another woman and denied it when she asked?
    • Talked negatively about a woman behind her back and smiled to her face?
    • Made a commitment to support another woman and didn’t do it when the time came?
    • Said to someone, “She’s such a bitch”?
    • Made fun of another woman’s appearance behind her back?
    • Said or thought, “You can’t trust women”?
    • Spread a rumor that you had heard that cast doubt on another woman’s competence?
    • Seen another woman’s ideas attacked or ignored in a meeting, whether you agreed with them or not, while you sat back and watched in silence?
    Use the following scoring guide to reflect upon your answers:

    1–3 checks = You exhibit low internalization of negative stereotypes about women.

    4–6 checks = You exhibit moderate internalization of negative stereotypes about women.

    7+ checks = You exhibit strong internalization of negative stereotypes about women.

    2. Think about your vision for how you would like women to behave toward each other at work. Create a personal code of conduct for how you want to behave. Post it and look at it daily to remind yourself of how you want to be.   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    The Gender Wage Gap for Teachers and Nurses

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    CNN recently reported that, among full-time workers, women earn about 78 cents to a man’s dollar, according to the latest numbers from the Bureau of Labor Statistics. This gap is more pronounced for black women (64 cents) and Latinas (56 cents) compared to every dollar earned by a white man. One of the most surprising findings for me is that this gender pay gap persists, even in female-dominated professions like teaching and nursing. For example, women hold 70 percent of elementary and middle school teaching jobs, yet men still earn more for the same role. The CNN report goes on to explain that “male teachers earn a median of $1,096 a week, whereas women earn $956—about 87 cents to the man’s dollar.” The most shocking news about the gap for me, reported in the New York Times by Catherine Saint Louis, is that the pay gap for nurses did not narrow from 1988 to 2013—twenty-five years! I was surprised that any gender pay gap exists for nurses considering that between 90 percent and 93 percent of nurses are women. I thought that surely this was one profession where there would not be a gap. But this is not the case. Here are some facts from a study of 290,000 registered nurses:

    • Overall, male nurses make $5,100 more on average per year than female colleagues in similar positions.
    • Male cardiology nurses are paid on average $6,000 more per year.
    • Male chronic care nurses make roughly $3,800 more than women.
    • Male nurse anesthetists are paid $17,290 more per year on average.
    The researchers reporting these pay gaps for nurses could only speculate about the reasons for these persistent gaps:
    • Men may be better negotiators.
    • Women may have a tougher time getting promoted.
    • Only about 20 percent of nurses who work in hospitals are unionized, which may be a factor.
    • A lingering bias may persist that a man is more of an expert because he is a man.
    We need to be aware of the persistent gender gap in almost all professions in the United States. As explained by Terry O’Neill in Ms. Magazine, the gender and gender/race wage gap undermines women’s economic security, and lawmakers continue to dismiss this harsh reality. She noted that, according to the Institute for Women’s Policy Research, the gap is closing so slowly that “if we keep going at the current pace, it will be the year 2058 before women have wage parity.” If you agree with me that 2058 is too long to wait, then it’s time that we get together and demand that our lawmakers take this issue seriously and legislate for pay equity.]]>

    Career Sabotage – Part 3

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    When I worked in the emergency department, I was in charge every night—and the people who worked with me enjoyed me being in charge, or at least that was what was said to me. I had beautiful reviews and had some great pals, many of whom were at my wedding. Fast-forward about five years, and I have now decided to leave my management position to go back to the emergency department. So I talked to the emergency department manager, who has been a friend of mine for twenty-five years. About three weeks into the process, when I hadn’t heard anything, I went back to my friend who was the manager of the emergency department and said, “So what’s going on?” She got this really awful look on her face and she twitched—and she was tripping all over herself and said, “You’d better talk to your boss.” So I sit down with my boss, who says to me, “There is a problem. They don’t want you there.” You could have knocked me over with a feather. She went on to say this one, this one, and this one—my friends, people who had been at my wedding—had gone to their bosses and said, “We don’t want her.” I was shocked. We would go out after work together; we would talk to each other on days off. Sometimes I would help them out with babysitting or they would help me. If I had any kind of a party or get-together, they were first on my list to invite. They were the people I laughed with at work; they were the people I cried with at work. They were there through my divorce, through a terribly tough time in my life. Why would my friends turn on me like that? That they would stab a friend in the back for no apparent reason for their own selfish gain? Well the bottom line was, they were afraid that I was going to usurp their perceived position. Keri’s story is an example of the impact of mixing friendship expectations with the hierarchical norms of masculine work environments, which can trigger horizontal violence. In such cases, acts of covert career aggression can leave the recipient feeling not only bewildered but shocked when it happens. Career aggression can also damage a woman’s self-confidence. Angella, a diplomatic services manager in Mexico, explained that “When someone is saying bad things about you, after a while you start to feel that maybe the bad things are true.”   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Career Sabotage – Part 2

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    This group of three women who had been there a long time, who were all friends, began to really try to sabotage me. They’d give me hate mail in my in-box. This was before e-mail. They would steal my mail and throw it away. They would put a key to the side of my car on both sides. They would talk about me incessantly to other people and say I wasn’t really very good. They would gossip about me to anybody and they’d tell stories about me, like I was sleeping with the boss, which wasn’t true, and they would just try to sabotage me. Kendra reported that she did not even know who was doing these things to her until considerable time had elapsed. The hate mail and property damage were upsetting, but stealing and destroying her mail had a negative impact on her ability to perform her job when she did not receive information or documents that others thought she had. Her reputation and credibility were also impugned. Once again, Kendra did not know these women. The key to this dynamic is in Kendra’s statement that the women “had been there a long time.” She went on to explain that she eventually learned that they did not feel valued and had not been promoted and that she had been hired in above them, even though they were more experienced and had equivalent levels of education—another setup for horizontal violence to be triggered.   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Good News for Working Mothers: Busting through Another Myth

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    Journal of Applied Social Psychology, show that the more satisfied a woman is with her employment, or with having a career, the more harshly she is judged by society as a “bad mother.” The underlying assumption of this stereotype seems to be that children will be stunted in their development, or otherwise harmed, if their mother is not home when they are young. Many women report feeling guilty about working when they have children at home, even when they have no choice, because of this stereotype and the societal pressure it represents. A new study by Kathleen McGinn of Harvard busts a big hole in this myth of the good mother. McGinn polled 50,000 adults in 25 nations and found that “women with working mothers earned more and had more powerful jobs than adult daughters whose mothers stayed home when their children were young.” She found that in the United States, “women with working mothers earned 23 percent more than women whose mothers did not work” outside of the home. The good news, then, is that rather than harming their children, working mothers are providing a positive role model to their daughters. Working mothers can also be positive role models for sons, though in a different way. While McGinn’s research showed that having a working mother did not have an impact on men’s earnings, men in the United States who had working mothers “spent almost twice as much time on family and child-care tasks as those from more traditional families.” These men are providing positive role models to both sons and daughters about being equitable partners in the home. This is all good news!]]>

    Career Sabotage

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    A new woman had started at the company, and I had been with the company for about two years. I had a very strong relationship with my boss and his boss, and we had been working together for a while. This new woman came in and felt threatened, I think, by the relationship that I had with my bosses and the team and probably with my peers as well. She falsely reported me to HR for having a romantic relationship with one of the bosses. I’d define that as sabotage. This story is an example of career sabotage, as opposed to simply indirect aggression, because the intention seemed to be to damage Tammy’s standing in the organization. Tammy described hearing at the “water cooler” that someone was circulating rumors about her. But she was surprised and very embarrassed to be called by the Human Resources Department (HR) and asked very probing questions about her personal life based on rumors started by a person as yet unidentified to Tammy. The tactics of the HR representatives indicated to Tammy that they believed the rumors and that her credibility had been damaged. While Tammy eventually found out who had circulated the rumors, she did not know the woman involved. In the absence of any type of relationship between Tammy and her saboteur, this story of career aggression represents a clear example of horizontal violence—oppressed group members taking their frustration out on other members of their group, in this case woman to woman. It couldn’t have been a personal vendetta when Tammy didn’t even know the other woman.   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Myths about Women’s Careers: New Research – Part II

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    recent Harvard Business Review study of 25,000 Harvard Business School graduates, spanning three generations (baby boomers, generation Xers, and millennials) sheds light on some myths and gaps in expectations about women’s careers that persist across generations. Because this study focuses on Harvard Business School graduates, who are a highly educated and ambitious group of women and men, I think the findings are particularly eye-opening for the rest of us in that they provide a window into how entrenched attitudes about gender roles are in our society. These entrenched attitudes affect our careers as women, as well as our overall satisfaction with our lives. The big question for many of us is, “Haven’t things changed for millennials?” Some of the following findings from this study can help answer this and other questions about gender gaps in our careers. The researchers found the following about expectations for career priority for men upon graduation from Harvard Business School’s MBA program:

    • More than half of the boomer and generation X men expected that their careers would take priority over their spouse’s or partner’s (this attitude was slightly less prevalent for men of color).
    • 50 percent of millennial men expected their careers to take priority, which is only slightly less than previous generations.
    • 39 percent of white men and 48 percent of men of color anticipated their spouse’s career would be equally important.
    The career priority expectations for women upon graduation from Harvard Business School’s MBA program were different:
    • The vast majority of women across racial groups and generations anticipated that their careers would rank equally with their partner’s.
    • 75 percent of millennial women expected their careers would rank equally with their partner’s.
    • 26 percent of millennial women expected their partner’s career would take priority. Notice the big gap in expectations between millennial women (26 percent) and millennial men (50 percent).
    • Only 7 percent of generation X women and 3 percent of boomer women thought their careers would take priority over their partner’s.
    The study’s authors also looked at the reality for career priority after a number of years in the workforce and found that 75 percent of generation X and boomer men reported that their careers had, in fact, taken precedence (this was less true for black women and men). This is much higher than either women or men expected upon graduation. Men in the study shared the following expectations for family responsibility upon graduation:
    • 75 percent of generation X and boomer men expected their partners would be the primary child-care provider (somewhat lower for black men).
    • 66 percent of millennial men have this expectation.
    • 33 percent of millennial men expect to do an equal share of childcare, compared to 22 percent of generation X men and 16% of boomer men.
    Again, women’s expectations upon graduation for sharing family responsibility differed:
    • 50 percent of generation X and boomer women expected to have primary responsibility for childcare.
    • 42 percent of millennial women expect to do so, which is only slightly less than previous generations.
     

    Impact of Findings on Career Satisfaction

    This study showed that all women were more likely to have egalitarian expectations for both career priority and for child-care responsibility than were the men, and the generation X and boomer women reported disappointment about how their careers ended up taking lower priority. The authors of the study reported that “traditional partnerships were linked to higher career satisfaction for men, whereas women who ended up in such arrangements were less satisfied, regardless of their original expectations.” While the expectations for equality of millennials show a slight improvement, this group is too early in their careers to know yet if their reality will be different. Remember the story of my client, June, in part I of this series published last week? As long as our deeply entrenched attitudes about gender roles (that women’s careers are less important and that childcare is the primary responsibility of women) remain unchallenged, they will play out in both organizations and families as barriers for women’s careers, and change will continue to be very, very slow. The gap between women’s expectations and their actual experiences will continue to be large. It’s no wonder that there are so few women in senior leadership roles—but let’s not blame women. Entrenched attitudes present both internal and external barriers to women realizing their potential.  Let’s work together, women and men, to challenge existing attitudes and practices both at home and at work. What do you think about the findings from this study? What changes would you like to see in the ways women and men balance career and family responsibilities?]]>

    Career Aggression

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    Characteristics of indirect and career aggression Indirect aggression  Career Aggression  • Consists of purposefully hurtful behaviors that are denied when the aggressor is confronted • Includes verbal and nonverbal covert behaviors, including – Eye-rolling ––Subtle comments, such as “I see you didn’t take your smart pill today.” – Silence as a weapon – Spreading negative rumors • Includes indirect behaviors but moves beyond them to actions intended to damage or sabotage the career of another woman • May be perpetrated by a friend, an acquaintance, or a complete stranger in the workplace   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Myths about Women’s Careers: New Research – Part I

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    research reported in the Harvard Business Review dispels several commonly held myths about the lack of equity in advancement for women and why so few women are in senior management. Here are three of the myths:

    Myth #1: Women fail to achieve equality because they take themselves off the career track to have children.

    Myth #2: Women value careers less than men.

    Myth #3: Having children makes employees less reliable, less driven, and less creative.

    In their study of 25,000 MBAs over three generations (baby boomers, generation Xers, and millennials) of graduates from the Harvard Business School, the authors found the following:
    • Only 11 percent of generation X and boomer women with children under eighteen were out of the workforce full time to care for children. The figure is 7 percent for women of color.
    • Both women and men expressed the same amount of ambition upon graduation from the MBA program across the three generations.
    • Both women and men in senior management teams were likely to have made career decisions to accommodate family responsibilities, and they were still able to perform at a level sufficient to achieve senior management positions.
    So, why do men achieve more success in their careers? As Lisa Miller of New York Magazine put it, “Most women work full-time through their child-rearing years, and yet they achieve less than men at work because, well, they’re women.” In other words, both workplace cultures and societal attitudes—not the choices women make—are responsible for women achieving less. The following story demonstrates how workplace and societal attitudes may be impacting women’s careers: I have a coaching client, June, who has been driven to be a senior leader since she was a small child. She always earned good grades, completed two advanced professional degrees, and worked hard. Although she worked for two major corporations, she was not able to get the challenging assignments or promotions that she desired and felt ready to accomplish. She was frustrated and unhappy at work. When her son was born, he provided an excuse to step out of the corporate world, which did not seem to value her. She and her husband agreed that she would stay home full time with their son, although that had never been her plan. She explained that she would never have left her full-time position if she felt that challenging opportunities were available to her. She still longed for meaningful work, but the part-time opportunities available to her were neither interesting nor demanding, and she was growing more unhappy by the day. June’s story reflects the impact of the three myths about women and work. While June did value having a career, she may not have been considered for challenging assignments or advancement because she was of childbearing age, and she was assumed to be less committed to a career. None of this was actually true for June, and her company unnecessarily lost a bright and talented worker. What can organizations do to keep talented women and men? Here are five tips:
    1. Discard the myth that women don’t value careers; provide opportunities for their advancement and development, even when they are in their childbearing years.
    2. Provide a way back into full-time work for women and men who use family leave time or flex time when starting a family.
    3. Provide meaningful and challenging part-time work opportunities for both women and men who want to cut back for awhile when they start a family, but who do not intend to step off their career path.
    4. Stop punishing (by judging harshly) women and men for wanting to share family responsibilities and temporarily requesting flex-time and part-time work.
    5. Support couples in being equal partners and sharing family responsibilities.
    But wait! There’s more! Read about more interesting findings from this myth-breaking research next week in Part II.]]>