Men Making Up Larger Share of Stay-at-Home Parents in US

Men Making Up Larger Share of Stay-at-Home Parents in US

A new analysis of US Census Bureau data by the Pew Research Center finds that stay-at-home fathers are becoming more common, suggesting a slow shift in parental roles that Pew says is driven by more than just economic considerations:

The stay-at-home share of U.S. parents was almost identical to what it was in 1989, but there has been a modest increase among fathers. The share of dads at home rose from 4% to 7%, while the share of moms staying at home remained largely unchanged – 27% in 2016 versus 28% about a quarter-century earlier. As a result, 17% of all stay-at-home parents in 2016 were fathers, up from 10% in 1989, the first year for which reliable data on fathers are available. …

However, the long-term uptick in dads at home is not driven solely by economic factors. The modest increase is apparent even after excluding those who were home due to unemployment. Furthermore, a growing share of stay-at-home fathers say they are home specifically to care for their home or family, suggesting that changing gender roles may be at play. About a quarter (24%) of stay-at-home fathers say they are home for this reason. Stay-at-home mothers remain far more likely than dads to say they are home to care for family – 78% say so.

Pew also finds that Millennial parents are more likely to be at home with their children than Gen X parents were at the same age in 1999-2000, with a particularly significant jump among fathers from 3 to 6 percent. A larger proportion of Millennial dads are staying home deliberately to care for family, rather than as a result of unemployment or for some other reason.

Identifying “stay-at-home parents” is increasingly difficult in the era of remote work and the gig economy, which Pew acknowledges. Parents are defined as “stay-at-home” based on their employment status during the year prior to the survey, which is similar to how the Census Bureau categorizes them:

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ReimagineHR: Gig Economy Strategies for Mobilizing Talent Inside Your Organization

ReimagineHR: Gig Economy Strategies for Mobilizing Talent Inside Your Organization

When we think of the “gig economy,” we usually think of platforms like Uber, Deliveroo, Fiverr, or Freelancer.com, which offer users flexible, contingent work on a piece or project basis. Taking a broader view, however, the advent of the gig economy has also had an impact on the way traditional employers think about meeting their talent needs. In our research at Gartner, over the past several years we have seen a number of organizations experiment with new models of hiring, engaging, and assigning workers, inspired by the gig economy. At our ReimagineHR event in London last week, Gartner Practice Leader Thomas Handcock walked HR leaders through several of these models and discussed how they might leverage them in their organizations as well.

Internal Career Marketplaces

Compelling career paths and opportunities to learn and grow within the organization are increasingly important aspects of the employee value proposition, particularly—though by no means exclusively—for Millennial employees. The stereotype of the Millennial job-hopper reflects the notable desire among employees of this generation for a greater variety of experiences in their careers. If your organization can’t offer employees this range of experiences and opportunities to acquire new skills, they are likely to seek them elsewhere: Lack of development opportunities is among the leading drivers of attrition for employees worldwide, Gartner’s Global Talent Monitor data show.

To address this demand for development and variety, innovative employers are making it easier for their workers to find their next job within the company rather than outside it, through internal career marketplaces. These marketplaces, which at companies like HCL Technologies operate through digital platforms, can help employees plot their career paths and understand what internal moves they need to make to reach the position they desire. This allows them to develop their careers more rapidly or grow in new directions more easily without changing employers. For the employer, these internal labor markets offer an effective way to retain and develop high-potential employees. Internal hires for new roles also require less onboarding and come with the benefit of pre-existing institutional knowledge and alignment with the organization’s culture. (Gartner Corporate Leadership Council members can learn more about HCL’s Career Connect portal in our case study.)

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Survey: Most UK Workers Aren’t Working 9-to-5, and Most Don’t Want to

Survey: Most UK Workers Aren’t Working 9-to-5, and Most Don’t Want to

A new poll from YouGov has found that just 6 percent of employees in the UK are working traditional 9-to-5 hours, while only 14 percent said they would prefer to work those hours, Personnel Today reported on Tuesday:

The survey, commissioned by Blue Rubicon and McDonald’s, asked more than 4,000 adults for their views on working hours and found that most full-time workers preferred to start earlier and leave earlier: 8am to 4pm were the most popular hours for 37% of respondents while 21% chose 7am to 3pm.

Just under four in 10 respondents (42%) were already working according to shift patterns, compressed hours and job shares and many of these people told researchers that they felt more motivated than when in fixed-time work and being able to work flexible hours led them to stay in the job longer.

The desire to work more flexibly in future was expressed by 70% of respondents, with 65% adding it would improve their wellbeing and satisfaction at work. However, a third of people said they didn’t think their employer would allow them to work more flexibly. Just under half (48%) said they would prefer to work a longer day in return for a shorter working week.

Evidence that traditional work schedules are becoming obsolete has been accumulating for a few years now, and not only in the UK: A CareerBuilder survey in the US in 2016, for example, found 59 percent of US workers saying they believed the typical 9-to-5 workday was a thing of the past. Work-life balance is also an increasingly important driver of talent attraction and retention around the world, as our research at Gartner has found.

At People Management, HR experts at the CIPD underscored that the survey’s findings reflect a need for organizations to be more attentive to employees’ needs in managing schedules and designing the workweek:

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Nearly Half of North American Organizations Offering ‘Summer Fridays’ This Year

Nearly Half of North American Organizations Offering ‘Summer Fridays’ This Year

Significantly more North American employers are offering “Summer Fridays” to their employees this year, the latest data from Gartner’s Global Talent Monitor shows. A poll conducted in the second quarter of 2018 of more than 144 HR leaders in North America found that 46 percent of organizations were giving employees the option of leaving early, working remotely, or taking the day off on Fridays this summer—a jump of more than 30 percentage points from 2012.

Though some companies worry that summer schedules can have a negative impact on productivity, but as Gartner’s own Brian Kropp notes, “most companies have told us that with this benefit in place, they’ve found employees work harder earlier in the week because they know they have to complete their work before Friday,”

Summer Fridays won’t work for every organization, of course, or for every workforce, but Kropp outlines an alternative option too:

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India’s Agile Talent Market Grows as More Professionals Seek Project-Based Work

India’s Agile Talent Market Grows as More Professionals Seek Project-Based Work

Short-term assignments are becoming more popular among skilled professionals in India, the Economic Times reported this week, with an emerging “white-collar gig economy” in IT implementation, marketing, design, and other fields reflecting these professionals’ desire for more flexibility and control over their careers:

It’s early days, but as more Indians opt for new work arrangements, interest is growing across age and experience brackets. Leading the charge are young employees with five-plus years of experience, confident in their abilities to do well even without the cushion of a permanent job, and mid-career people who have built up a nest egg and now want more flexibility and a work-life balance. …

Three months ago, EY launched GigNow, a tech platform that connects people seeking short-term employment options or flexibility with EY in India. Sandeep Kohli, national director for HR at EY, told ET that over 70 such jobs are on offer on the platform and almost 700 people have applied. Initially, it started with consulting and now it has added finance and HR gigs. The next step is to launch a GigNow for women.

While Indian professional culture has historically put a premium on strong ties between employees and their employers, times are changing. Indian Millennials, like young professionals around the world, are putting greater emphasis on autonomy and work-life balance. Greater flexibility is also seen as a key tool for encouraging Indian women to remain in the workforce after having children. To that end, Indian entrepreneurs are establishing online recruiting platforms and coworking spaces specifically geared toward connecting women with flexible work or facilitating the launch of their own businesses.

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How ‘Flexibility Bias’ Can Hinder the Pursuit of Work-Life Balance

How ‘Flexibility Bias’ Can Hinder the Pursuit of Work-Life Balance

As HR leaders know all too well, it’s one thing to give employees a benefit, and quite another to actually get them to use it. This problem often arises around paid leave and flexibility: An organization will offer ample paid vacation, parental leave, and flexible work options, only to find that employees don’t take full advantage of these options, often because their managers, their peers, or the company culture discourages them. Even if the organization’s policy is generous, employees may fear that using their leave entitlement or working flexibly will make them look less dedicated, cause them to miss out on prestigious assignments, or otherwise hold them back in their careers.

Sociologists Lindsey Trimble O’Connor and Erin Cech examined this phenomenon, which they call “flexibility bias,” in two new studies, the findings of which they detailed at the Harvard Business Review last week:

We show that when employees see workplace flexibility bias in their organizations, they are less happy professionally and are more likely to say they will quit their jobs in the near future. Importantly, the effects of this bias aren’t limited to working mothers. Even men who don’t have kids and who have never taken family leave or worked flexibly are harmed when they see flexibility bias in their workplaces.

We also find that perceiving bias against people who work flexibly not only impacts work attitudes but also follows employees home. It increases their experiences with work-life spillover, minor health problems, and depressive symptoms, as well as leads to more absenteeism at work and worse self-rated health and sleep. These effects occur for working moms, dads, and childless women and men alike. The effect holds across age groups and racial and ethnic categories as well. …

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New Parents Aren’t the Only Employees Who Need Support in Returning to Work

New Parents Aren’t the Only Employees Who Need Support in Returning to Work

As organizations continue to lean on benefits as a key opportunity to differentiate themselves in a competitive talent market, many are expanding the scope and inclusiveness of their parental leave offerings, granting more paid time away from work to employees of all genders who become parents through birth, adoption, and surrogacy alike. This is partly a matter of making benefits more generous overall, but it’s also about signaling the organization’s commitment to values of diversity and inclusion.

Organizations are also paying more attention to helping working parents and caregivers re-enter the workforce after taking time away to care for their children or sick or elderly relatives. These “returnship” initiatives are specifically geared toward supporting women, who are more likely than men to take such career breaks. Caring for others isn’t the only obligation that forces employees to spend extended periods away from work, however; sometimes, it’s their own health.

In a recent story, Glenn Howatt from the Star Tribune highlighted how advances in cancer detection and treatment are improving the health outcomes of patients, but noted that cancer survivors often don’t get much support in returning to work. From the perspective of HR, the management of cancer patients’ absences may seem similar to managing other instances of medical leave or short-term disability. However, employment experts tell Howatt that standard approaches to managing the exits and subsequent re-entries of employees can’t be so readily applied to cancer patients’ situations:

“The length of leave, 12 weeks, is not a lot for people with a lot of cancers,” said Ann Hodges, an emeritus professor at the University of Richmond School of Law. It’s unclear how many cancer patients lose employment because they’re not ready to return to work. But studies show that just 40 percent are back at work within six months. After a year, it’s still just 62 percent. Researchers have also found that loss of income due to illness is a major contributor to bankruptcy — and that cancer patients are more likely to declare bankruptcy.

The emotional experience of fighting and managing cancer undoubtedly leaves a lasting impression on the personal and professional lives of survivors. Employers of cancer patients have the power to decide whether the impression they make on their employees during this time will be positive or negative.

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