Women Demand Clear Workplace Boundaries, Not Flexibility

Women, particularly those with children, are increasingly advocating for clear boundaries in the workplace rather than flexible schedules or remote work options. According to Corinne Low, an associate professor of business economics and public policy at the University of Pennsylvania, many women do not need the vague promises of flexibility that modern workplaces offer. Instead, they seek defined work hours that allow them to manage both their professional and personal lives effectively.

Low reflects on her experience as a junior consultant, where long hours and unpredictable demands led to exhaustion and health issues. After changing her introduction to emphasize her need for regular meals and sleep, she began to contemplate the larger implications of workplace demands on women, especially mothers. Recent data suggests that progress in closing the gender wage gap has stagnated, with many mothers leaving the workforce entirely.

Research conducted by economists Alexandre Mas and Amanda Pallais in 2017 revealed striking insights into the preferences of working mothers. The study found that mothers with children under four years old would sacrifice only a small percentage of their pay—an average of just 15 percent—for the option to work from home. In contrast, they would be willing to forfeit almost 40 percent of their income to avoid jobs with “employer discretion,” where hours can be dictated by management.

This issue extends beyond mothers; the study highlighted that all workers—regardless of gender or parental status—dislike jobs with unpredictable hours. Despite this, such roles remain prevalent in various sectors. High-income industries often encourage excessive working hours, as firms benefit from the knowledge and relationships that a single employee can cultivate over time. This phenomenon, referred to by economist Claudia Goldin as “greedy work,” pushes employees to sacrifice their personal time for the sake of productivity.

In lower-income positions, the challenges manifest through on-demand scheduling, which allows employers to alter workers’ hours with little notice. This unpredictability disproportionately affects women, who remain primarily responsible for household duties and childcare. Low’s research indicates that while fathers are spending more time with children, mothers now dedicate twice as much time to childcare compared to previous generations, thus widening the gender gap in domestic responsibilities.

Despite the challenges, many companies have failed to implement effective strategies to retain female employees. A survey indicated that nearly two-thirds of corporate leaders who enforced return-to-office policies post-pandemic observed a significant increase in women leaving their organizations. However, this trend does not imply that women are inherently resistant to in-office roles. For instance, the nursing profession remains predominantly female, with almost 90 percent of nurses being women. Furthermore, a significant portion of medical students and physician assistants are now female, reflecting a growing trend within healthcare.

The key issue lies in the nature of workplace boundaries rather than the physical location of work. In healthcare, shifts are often rigidly scheduled, allowing professionals to plan their personal lives around their work commitments. This predictability enables employees to arrange childcare and family obligations without the fear of last-minute changes.

Low suggests that other industries could learn from healthcare’s approach to scheduling. Establishing clear work hours, with minimal responsibilities outside of those times, can benefit all employees, particularly women. By creating predictable work environments, companies can reduce costs associated with last-minute childcare and allow parents to invest more time in their children or personal interests.

For companies aiming to foster a collaborative in-office culture, implementing structured shifts that conclude around the end of the school day could be a viable strategy. Workers could have the option to reconnect remotely after hours, creating a balance that accommodates both work and family life.

An encouraging example comes from the field of obstetric medicine, which was once assumed to be unsuitable for women due to demanding on-call requirements. As women began to enter this field, they established group practices that allowed for shared responsibilities. Today, over 60 percent of obstetricians are women, demonstrating the potential for change in other professions.

In summary, the call for clearly defined workplace boundaries resonates strongly among women, particularly those with caregiving responsibilities. As organizations navigate the complexities of modern work environments, prioritizing predictable schedules may be the key to retaining talent and promoting gender equity in the workforce.