Louisa Pattison

R O F F E Y PA R K RESEARCH W H I T E PA P E R Female Leadership in the Workplace: Leveraging the benefits of hybrid working Louisa Pattison July 2023 www.roffeypark.ac.uk Why it’s important to understand the impact of hybrid work for women leaders In the aftermath of the COVID-19 pandemic, organisations have invested significant amounts of time and effort into creating a more inclusive, healthy, and sustainable workplace culture. Attracting and retaining talent has become a priority to build business resilience in the challenging environment, as many workers have left their employers in pursuit of better career development opportunities and work-life balance1. Employers can address many of these issues by exploring how they support female employees and their careers. Women across the globe continue to be disproportionately affected by the impact of the pandemic on their professional and financial lives; experiencing higher rates of job losses and increased caring responsibilities2. Roffey Park Institute’s 2022 white paper3 indicated that despite progress being made on fostering gender balance in the workplace and empowering women, there has been a decline in the number of females in leadership roles globally since 2019. So, there is still significant work to be done. My previous research identified twelve key factors to enable women’s success in organisations (see Figure 1 below). In summary, the 2022 white paper pointed to the need for systemic change within organisations - driven by strong leadership support for gender inclusivity and treating it as a business priority that is linked to the company’s purpose. Tackling unconscious bias throughout the organisation is a starting point to challenging perceptions and behaviours that hinder women’s advancement. Building awareness of these issues, and training line managers to create an environment in which employees feel comfortable discussing their needs, can open up continuous conversations and begin addressing the problems to be solved. This should be underpinned by data (such as through gathering regular employee feedback) to challenge assumptions and develop understanding of how things can be improved in the organisation. The white paper highlighted a raft of company-wide initiatives that can empower women to overcome barriers to success, including formal networks, sponsorship and allyship programmes. Providing these relationship channels helps to raise the visibility of the challenges faced by women in the workplace, while building a pipeline of future female leaders and encouraging all staff to be champions of change. Figure 1: Tackling women’s success in organisations: key issues from the Roffey Park Institute white paper on female leadership 20223 1 Tackling barriers at both the systemic and individual levels 2 Commitment and accountability from company leaders to drive change for a more inclusive workplace 3 Building awareness of unconscious bias throughout the organisation, and identifying policies or practices that are contributing to it 4 Treating gender equality as a business imperative and linking it to the company’s purpose and values 5 Enabling and normalising flexible working for all employees 6 Training line managers to understand and support individual needs 7 Creating a climate of psychological safety 8 Understanding the impact of intersectionality 9 Supporting strong relationship networks 10 Using data to drive decisions on actions the organisation can take to improve gender balance 11 Embedding constant conversations and education on the issues to be addressed, such as intersectionality and psychological safety 12 Providing programmes for sponsors, mentors and allies to support and advocate with women 2 | Female Leadership in the Workplace © Roffey Park Institute 2023 Creating a culture of gender-balance and inclusivity in the hybrid workplace My 2022 research identified flexible working as a lever for creating more equal progression opportunities for employees with caring responsibilities or those who are not able to work standard hours. The rise of remote and hybrid work arrangements has driven new avenues to improve gender equality, such as by increasing men’s involvement in childcare. A recent study4 found that while burnout levels were higher among working mothers in leadership positions than their male counterparts during the lockdown, hybrid working schemes reduced their experiences of burnout. Now three years after the global crisis forced organisations to adapt to new ways of working, it is clear that hybrid arrangements are here to stay in some form. The provision of flexible working options is also important for attracting and retaining talent, as this has become a key expectation of many employees since the pandemic. However, despite wanting to work flexibly, women have often not been taking up such arrangements. One possible reason for their reticence could be the associated stigma that doing so would be perceived as signalling a lack of commitment. Higher numbers of women have left their organisations While there have been some improvements to women’s workplace experiences in the past year (such as lower levels of burnout and harassment experienced overall5), many organisations are still not meeting the needs of female leaders. More women left their employer in 2022 than in the previous two years combined, and women leaders switched jobs at a higher rate than their male counterparts6. These high levels of attrition could be partly explained by the greater action females have been taking to support employee well-being and Diversity, Equity and Inclusion (DEI), compared to men. While this work demonstrates important leadership qualities such as compassion and empathy, and improves employee retention, it is often not formally recognised in companies. As a result, women leaders may be overstretched on work that is not enabling them to advance, leading to burnout. Studies conducted during the pandemic7 indicated that the gender gap in mental health increased by 66%. This remains an area of concern today, with over a third over female workers currently saying their mental well-being is poor/very poor (35%), according to Deloitte. Compared to last year, fewer women feel they receive adequate mental health support from their employer, and significantly fewer feel comfortable talking about mental health at work. Non-inclusive behaviours are another key factor contributing to women choosing to switch jobs. While females are as likely as men at the same level to seek promotion and aspire to leadership roles, they often experience micro-aggressions that undermine their authority and present a barrier to their progression. McKinsey’s study6 found that women leaders are twice as likely as men leaders to be mistaken for someone more junior, and 37% of women have experienced a co-worker getting credit for their work, compared to 27% of men. Figure 2: The Proportion of Women Rating their Mental Health as “Good” How would you rate the following aspects of your life today? Mental well-being 39% 2022 43% 2023 Diagram shows percentage anserering “good” or “extremely good” Source: Deloitte, 20235 p8 These behaviours are often unintentional but can build up over time to damage women’s well-being, career advancement opportunities and job satisfaction. According to Deloitte, one in 10 women who left their employer in the last 12 months did so due to experiencing bullying, harassment or micro-aggressions at work5. This points to an urgent need for companies to do more to create truly inclusive cultures and retain their female talent. The 2022 white paper highlighted that building awareness of the impact of perceptions and behaviours, and training leaders to reflect on their own actions, is an important starting point. © Roffey Park Institute 2023 Female Leadership in the Workplace | 3 Women are showing preferences for hybrid working Hybrid working has been linked to several positive outcomes for employees and companies, including improved work-life balance, productivity, and well-being8. A recent international study9 suggested that hybrid work arrangements were preferred by employees seeking work flexibility, work-life balance and working in an organisational culture that valued teamwork. Perhaps for similar reasons, women are showing a stronger preference for and take-up of such arrangements: compared to 60% of men, only 54% of women are working on-site. A majority of women would also prefer a hybrid arrangement (74%) and a further 21% would like a fully remote role. Additionally, many women highlight remote and hybrid work options as one of the main factors they look for in an employer. Figure 3: Current Versus Preferred Work Locations by Gender % Exclusively Remote MEN 13 % Hybrid 27 % On-Site 16 MEN 30 21 54 43 36 P REF ER RED WOMEN 27 52 Many companies are expressing concerns that remote working is damaging collaboration and team connectedness. As more female workers are embracing remote and hybrid work arrangements than men, employers must consider the impact on their workplace relationships and support. Gallup’s study8 found more women than men still believe that their supervisor or someone at work cares about them, but this perception has declined to a greater extent among women since 2019 compared to men. Similarly, there has been a greater decline in the proportion of women who feel that someone at work encourages their development, and that they have had opportunities to learn and grow, compared to men over the past few years. This suggests that female workers’ opportunities for relationshipbuilding and development may be deteriorating at a faster rate than men’s - possibly due to their limited visibility and exposure to advancement opportunities as a result of less time spent in the workplace. To address this issue, companies can support informal employee networking opportunities through designing spaces for ‘water cooler’ moments, whether in the office or in a virtual environment10. 61 CUR REN T WOMEN Although remote and hybrid work arrangements are delivering benefits, they are creating challenges 21 Percentages may sum to 100% +/- 1% due to rounding Source Gallup, 20238 These alternative work arrangements can offer benefits beyond flexibility for women. When they have the opportunity to work remotely, females report experiencing fewer micro-aggressions and higher levels of psychological safety. This effect is particularly significant for women of colour, LGBTQ+ women, and women with disabilities, who often face more demeaning and othering behaviours in traditional work environments. Working from home also helps women with disabilities to better manage their health conditions and feel less micromanaged. However, it is important to note that remote and hybrid work cannot solely address systemic issues around bias: companies must take a holistic approach to develop an inclusive culture. While there has been a decrease in harassment and microaggressions in the workplace over the past year, it remains a significant concern - with 44% of women still experiencing this behaviour. Women who can work where they want to tend to be happier in their job, perceive equal opportunities for advancement, are less likely to leave their employer in the next year, and experience lower burnout rates compared to those who lack such flexibility. However, companies are not currently making these options available to all employees. Deloitte’s survey indicated that less than half of women currently have the option for hybrid or remote work, due to the nature of their job or their employer’s requirements5. Given the various benefits associated with offering female employees a choice over workplace, this is an important consideration for organisations in enabling women’s success and retention. Figure 4: My supervisor, or someone at work, seems to care about me as a person Agreement by gender 2019 51% 40% 2022 45% 37% Percentages may sum to 100% +/- 1% due to rounding Source Gallup, 20238 There may still be a long way to go for organisations to achieve an inclusive hybrid working approach, but women’s experiences of hybrid work have shown some improvement in the past year. Deloitte’s research found that while 37% of women with remote or hybrid arrangements have been excluded from meetings, decisions, or informal interactions, this proportion is significantly lower than the 58% of women who experienced this in 20225. Additionally, there has been a decrease in the proportion of women with a hybrid working model who said they don’t have enough access to senior leaders, (30%, down from 45% in 2022). However, the current figures are still a cause for concern, as these experiences could have a negative impact on female employees’ opportunities for recognition and career advancement. According to McKinsey6, women who have a different work arrangement from their teammates are less likely to feel that their manager supports their wellbeing or career development. This points to the need for employers to do more to address inequalities between employees who are working in a remote or hybrid arrangement and those who are on-site. For example, managers must ensure their approaches to recognition and celebrating team success are adapted for the hybrid work environment10. Figure 5: Negative Behaviours in a Remote or Hybrid Environment Those who have experienced the following behaviours in the past year in a hybrid or remote environment 45% 2022 30% 58% 2023 37% 2022 Not having enough exposure to leaders 2023 Being excluded from meetings, decisions, informal interactions Base sizes: 2022 = 2,208 (women with a hybrid working setup), 2023 = 2,126 (women with a hybrid working setup) Source: Deloitte, 20235 p.24 4 | Female Leadership in the Workplace © Roffey Park Institute 2023 © Roffey Park Institute 2023 Female Leadership in the Workplace | 5 Companies must Focus on Providing Greater Work Flexibility Flexible working arrangements have a clear positive effect on the retention of female talent. According to McKinsey8, 49% of women leaders consider flexibility as one of the top three factors when deciding whether to join or remain with a company, whereas only 34% of male leaders prioritise this to the same extent. This is particularly important for young women, who are more likely than senior women to expect flexibility and organisational commitment to wellbeing. Deloitte’s study also indicated a link between flexible work and job loyalty, with women who have greater flexibility reporting stronger intentions to stay with their employer for over five years. Female employees are clear on what actions they will take when flexible work options are not available. Lack of flexibility around working hours was one of the main reasons women left their companies in the past year, and it is the primary reason cited by women who are currently considering leaving their employer. However, even hybrid work arrangements are not meeting women’s expectations when it comes to flexibility. Around one-third of women with a hybrid work set-up say they have a lack of predictability in working hours and insufficient flexibility in their working pattern. A similar proportion report that their employer expects them to go into the workplace, despite communications that say otherwise. These aspects of the hybrid work experience have deteriorated since 2022, according to Deloitte’s findings5. Figure 6: Women’s Experience of Hybrid Working Have you experienced any of the following in the past year? 33% 15% 12% 2022 2023 Still being expected to go in to my workplace despite messaging about flexibility and it being my choice 32% 31% 2022 15% 2023 Not having enough flexibility in my working pattern 2022 2023 Lack of predictability in my working pattern Base sizes: 2022 = 2,208 (women with a hybrid working setup) 2023 = 2,126 (women with a hybrid working setup) Source: Deloitte, 20235 p.24 Miscommunication and lack of support provided in the organisation to enable flexible work practices appear to be key barriers. An overwhelming majority of women (97%) believe that requesting flexible work arrangements could negatively impact their chances of promotion, and 95% feel that their workloads would not be adjusted accordingly. Furthermore, while a positive worklife balance is the top reason why women want to remain with their organisation, nearly half of women do not feel supported by their employer when it comes to balancing their work responsibilities with personal commitments. This mirrors research cited in the 2022 white paper indicating around three in 10 women fear that taking flexible work options would be deemed as not working hard11. There is therefore a critical need for employers to clarify expectations, reduce the stigma around flexible working, and allay concerns that it may adversely impact advancement opportunities. Recommendations To address the challenges that women are facing in the hybrid work environment and enable them to thrive, employers can focus on the following areas: Gather employee feedback: to navigate the transition to new working norms and understand how policies are impacting different groups, companies should keep a regular pulse on employees’ preferences and experiences of remote, hybrid, and other forms of flexible work. This can help to identify what’s working for employees as well as areas for improvement. Support meaningful connections: being intentional about working norms and making creative use of technology can help to build a sense of camaraderie and connectedness in teams with hybrid work arrangements. This may include asking everyone to have their video cameras on in virtual meetings, and facilitating watercooler-style interactions and team celebrations using collaboration platforms. Investing in team bonding activities and being purposeful about time spent together when in-person are also beneficial, but companies must ensure that these are inclusive and accessible to everyone. Create equal opportunities for recognition and career advancement: to ensure that remote and hybrid employees get the same support and opportunities as on-site employees, managers can be trained on evaluating performance based on measurable results (as opposed to time spent in the office), and minimising stigma around employees’ productivity or commitment when working from home. Managers should also use regular one-to-one meetings with their team members to intentionally discuss their development as well as current projects. Demonstrate commitment to flexible working: companies not only need to provide effective flexible working policies for all employees, but create environments in which individuals feel empowered to embrace them. Leaders and managers should be educated on the benefits of enabling work flexibility, while role modelling these practices themselves. Clear guidelines are also important to ensure that employees know what to expect and help them navigate the day-to-day of hybrid working, such as letting their teammates know when they will be in the office or scheduling meetings during specific time windows. Endnotes 1 https://www.michaelpage.com/talent-trends 2 https://www.weforum.org/agenda/2023/01/gender-equality-covid-19-workplace-davos23/ 3 Baczor, L. (2022) Female Leadership in the Workplace: Building a workplace culture of gender-balance and inclusivity Roffey Park Institute White Paper, May 2022 4 Mucharraz y Cano, Y., Davila Ruiz, D., & Cuilty Esquivel, K. (2023). Burnout effect on working mothers in leadership positions during the COVID-19 lockdown. Gender in Management: An International Journal,-. https://doi. org/10.1108/GM- Deloitte (2023) Women @ Work 2023: A Global Outlook Women @ Work 2023 | Deloitte 6 McKinsey & Company (2022) Women in the Workplace 2022, 18th October 2022 Women in the Workplace | McKinsey 8 Frumar, C., Truscott-Smith, A. and Schatz J (2023) How to Make Hybrid Work for Women, Gallup, 8th March 2023 How to Make Hybrid Work for Women (gallup.com) 9 Sampat, B., Raj, S., Behl, A., & Schöbel, S. (2022). An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach. Personnel Review, 51(8),-. https://doi.org/10.1108/ PR- Evans (2022) Cracking the hybrid work culture conundrum: how to create a strong culture across a workforce you may never even see. Strategic HR Review, Vol 21. 11 Chau (2022) Singapore’s Female Employees Want Flexibility at Work, HRMAsia 14th April 2022 Singapore’s female employees want flexibility at work | HRM Asia : HRM Asia 7 https://www.kcl.ac.uk/news/why-has-covid-19-impacted-the-mental-healthand-wellbeing-of-women-the-most 6 | Female Leadership in the Workplace © Roffey Park Institute 2023 © Roffey Park Institute 2023 Female Leadership in the Workplace | 7 About Roffey Park Institute Roffey Park Institute enables people and organisations to fulfil their potential by developing the skills, behaviours and culture for sustainable, high-performing and inclusive workplaces. Through distance, digital, blended and face-to-face learning, supported through coaching, diagnostics, action learning, OD consultancy and research, we enable you to develop your leaders, managers, teams and organisation. 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