How Lockdown Inequality Impacts Family & Work Dynamics
The Covid-19 lockdown has elicited a whirlwind of questions and uncertainty in a myriad of ways. One glaring question that stands out when it comes to work and family dynamics is: Are gender roles improving, or are they getting worse?
I dive deeper into this concept in a podcast hosted by Yash Puri of Papa Penguin, where I talk about equal parenting. But the pandemic has put an unprecedented strain on progress to close the gender gap, and many families (especially mothers) are feeling despondent as to how to proceed.
Identifying Gender Inequality During Critical Times
A recent Guardian article citing research from the University of Sussex notes that UK society is seeing a progression back to 1950s standards, where women were bread makers and men were bread winners. Research indicates that the number of women who were 90-100% responsible for childcare rose from 27% to 45% during the widespread lockdown. What’s more, 72% of mothers identified themselves as the “default” parent, including 67% of working women.
Women are more likely to be responsible for childcare and schooling children at home for many reasons, including the long-standing 18% UK gender pay gap. Financially, it makes sense as a family for the main earner’s work to be prioritised over their spouse’s. Yet many women feel targeted, believing that assuming caring responsibilities leaves them vulnerable in their careers.
According to a recent Young Women’s Trust Report, young women (aged 18 to 34) have been worst affected by the Covid crisis and now facing financial difficulties. Firstly they tend to work in sectors that have been shut down, for example, restaurants, leisure centres, travel and tourism. Secondly, they are more likely to take on the unpaid caring responsibilities as children can’t go to school or childcare. The report shows:
“More that 78% of those who have lost their jobs since the crisis began are women and two thirds are aged between 18-34 years old”
This isn’t to say that men haven’t stepped up to take responsibility for their children during the lockdown. Many men (and women) have found a way to manage work and family by starting work early and picking up work into well into late evening to be available for education-at-home and other duties. Indeed, some fathers have wanted to be more active, but their companies have demanded they maintain normal working schedules even though these are not normal times.
It’s fair to say that lockdown inequality isn’t simply a battle of men vs. women but also a situation of families vs. organisational culture that doesn’t take into account the unique lockdown needs of family structures and ultimately widens gender inequality.
What can families do to change these dynamics?
Making a Case for Organisational Change
Gender roles are often believed to develop in the household, but they of course begin at a very young age embedded by societal expectations and then, into adulthood, further reinforced at work. Lack of enhanced paternal leave, poorly developed maternal leave and flexible working policies, and the general idea that women should be the primary childcare providers do nothing to create a culture of inclusion.
In Episode #1 of my Why Care? podcast, I spoke with Amazon Senior Program Manager for Inclusion & Diversity, Brian Ballantyne. He explains that organisations need to acknowledge that men and women alike need more flexible ways to manage their lives.
“Parenting isn’t just a physical activity. Companies want to believe that when we’re at work, we’re working. But when you’re a parent, you’re always ‘on’ as a parent. There will be things you need to respond to with your children, whether you’re in the office or working from home.”
Brian believes that progress in any direction isn’t just about setting expectations at home, but rather inciting change within the organisation. When men and women are presented with flexible working conditions that suit the needs of the individual and business, positive things can happen.
During lockdown, I have heard some appalling stories of how people have been treated. But I have also heard of some incredible stories of leadership. Chief Executives like Eric Pliner of global leadership consulting firm, YSC, and Todd Thibodeaux of the non-profit Technology Association, CompTIA are two that must be named for their empathy, support and connection with employees' personal circumstances during these challenging few months. I wonder what impact that will have to employee engagement, commitment and loyalty post-virus?