Executive Summary
This essay examines the impact of COVID-19 on gender equality and flexibility in the workplace through a case study. The findings highlight increased father involvement but raise concerns about a return to traditional roles. After summarizing all the analyzed information, three recommendations for the Rolls-Royce company will be highlighted, which will include flexible working hours, the implementation of a family-oriented policy, and solving the problem of the working day culture. These strategies align with changing societal expectations and promote an inclusive and progressive work environment, promoting sustainable employee well-being and gender equality.
Introduction
With the advent of the COVID-19 pandemic, the global labor industry has changed significantly and experienced dynamic growth, challenging traditional paradigms. This allowed people to rethink the concept of the workplace and usher in an era of accelerated digitalization and the introduction of flexible working methods. Central to this transformation is the delicate relationship between flexible working hours and gender equality.
Chung et al.’s seminal study, ‘Covid-19, Flexible Working, and Implications for Gender Equality in the United Kingdom,’ is the focus of this investigation. It examines the consequences of changes caused by the pandemic and aspects of adapting work strategies in relation to these changes. Rolls-Royce plc has already taken its first step towards the formation of the People Strategy for the years 2025-2032. It is worth considering more broadly the key findings of the literature used and, based on this, propose recommendations for the unique context of Rolls-Royce plc.
Key Findings
Contextualizing the Shift in Childcare Dynamics
The COVID-19 pandemic has caused a significant transformation in the traditional distribution of childcare responsibilities between heterosexual couples. According to Chung et al. (2021), a survey was conducted to identify the paid and unpaid work practices of dual-income married couples with young children. This highlighted the aspect of increasing parental involvement in childcare during quarantine. The measures taken by the authorities during the pandemic to contain the spread of the virus have created an environment conducive to greater availability of care for their kids by adults. Telecommuting has further popularized this, allowing individuals to integrate babysitting into their daily routines.
Unprecedented Opportunities Arising from Lockdowns
Quarantine measures that were taken to contain the virus had a significant impact on the family sphere of many people. In a substantially changed environment, parents found excess time due to restrictions on external commitments and travel. The removal of traditional restrictions associated with work allowed many people to participate directly in raising children and spending time with them at home. According to Chung et al. (2021), “What is more, fathers who were working from home (compared with those going in to work) were also more likely to say that they were doing more childcare than they were in prepandemic times…” (p. 223). Rethinking family dynamics during quarantine has given parents the opportunity to make a meaningful contribution to various aspects of kids’ well-being, from routine activities to more active interaction.
Challenging Conventional Gender Norms
The changes observed in the dynamics of childcare during the pandemic are a deviation from societal norms that dictate gender roles. Based on many historical events, the traditional idea that mothers play a greater role in raising children than fathers has developed. However, COVID-19 has disrupted this and made each parent’s role more balanced and equitable. Mothers have always been responsible for caregiving and upbringing, while fathers have mostly been breadwinners.
According to Rajesh (2019), “Men and women are broadly equally distributed in the entry levels at the early stages of their career, but by the age of 30, more than 48 percent of women drop off” (p. 29). This is a common practice all over the world, but the new virus has broken all the frameworks. The increasing involvement of parents in childcare challenges and rethinks these established gender norms. This change represents a departure from conventional expectations that parenting responsibilities rest exclusively with the mother (Chung et al., 2021). This is key to creating a foundation for a more progressive and inclusive understanding of family responsibilities.
Conclusions
The COVID-19 pandemic has not only spread disadvantages but also acted as a driving force to highlight the potential of flexible work in changing established gender norms. This particularly affected the area of unpaid work in households and increased parental involvement in childcare. According to Chung et al. (2021), the new virus has brought about positive changes in traditional attitudes, contributing to an increase in the level of participation of fathers and mothers in raising their children. This was a step towards a more equitable distribution of household responsibilities.
This cultural shift is not only reflected in the workforce but is increasingly a societal expectation. However, there is growing concern among people about the potential damage to traditional gender roles. Increasing diversity in the workplace has always been an issue that has troubled company leaders for years, but the problem has been difficult to solve (Ferdman and Deane, 2014). The changes brought about by the pandemic can be fragile, requiring constant efforts to strengthen and normalize a more balanced division of household responsibilities.
The study highlights the unique challenges facing women during the pandemic, especially young women. The combination of increased housework, childcare needs, and disproportionate impact on employment poses a threat to the progress of gender equality. This requires immediate targeted decisions and the adoption of a flexible work policy to implement change. Such decisions will strengthen managerial support for remote work, which will indicate a more inclusive and adaptive approach to work organization.
For Rolls-Royce plc, these findings carry profound implications for shaping the People Strategy 2025-2032. The company has an opportunity to strategically use the positive changes observed during the pandemic in parts of the spread of flexible work. It also provided insight into the potential challenges that could arise, including a return to traditional gender roles.
Recommendations
Based on the researched information, it is worth developing recommendations for Rolls-Royce plc. First, management should think about promoting flexible labor standards, adaptation, and integration. This involves not only supporting the concept but also informing about its positive impact on gender equality, arguing this with evidence of the impact of the pandemic.
According to Holbeche (2009), during a survey of employees in 2006, several main problems in the workplace were identified, which included the desire for a more flexible schedule, the opportunity to gain international experience, and the absence of exclusive behavior. As a result, many decisions were made, one of which included the empowerment of women, which gave them many advantages. The company must develop a culture that defines the benefit for both men and women in cultivating a harmonious balance between work and personal life.
The second recommendation is to introduce family-oriented policies. According to Schein (2010), the “family issue” in the work environment and among managers is critical. It should be solved gradually and based on the examples that happened during the quarantine. Rolls-Royce should implement a comprehensive policy, which could include extended parental leave or the provision of facilities to do so on-site.
The third recommendation is to pay attention to the culture of long-term work. Rolls-Royce should actively explore innovative solutions such as implementing a four-day workweek or other reforms aimed at preventing overwork. According to Barends et al. (2017), in this case, management should refer to scientific findings and academic journals because many do not. Implementing measures that discourage overtime work and promote a healthy work-life balance.
Bibliography
Barends, E., Villanueva, J., Rousseau, D. M., Briner, R. B., Jepsen, D. M., Houghton, E., & Have S. (2017). “Managerial attitudes and perceived barriers regarding evidence-based practice: An international survey.” Plus One, 12(10). Web.
Chung, H., Birkett, H., Forbes, S., and Seo, H. (2021). “Covid-19, flexible working, and implications for gender equality in the United Kingdom.” Gender & Society, 35(2), pp. 218-232. Web.
Ferdman, B. M., and Deane, B. R. (2014). Diversity at Work: The Practice of Inclusion. John Wiley & Sons, Inc.
Holbeche, L. (2009). Aligning Human Resources and Business Strategy. (2nd ed.). Elsevier Ltd.
Schein, E. (2010). Organizational Culture and Leadership. (4th ed.). John Wiley & Sons, Inc.
Rajesh, S. (2019). The 99 Diversity Challenge: Creating an Inclusive Workplace. SAGE.