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Flexibility Key to Retaining Women

In the workplace, employers need to take into account women who take a temporary "off-ramp" from their careers. Here is how to keep them connected to your company. An excerpt from Harvard Business Review.

Employers can no longer pretend that treating women as "men in skirts" will fix their retention problems. Like it or not, large numbers of highly qualified, committed women need to take time out. The trick is to help them maintain connections that will allow them to come back from that time without being marginalized for the rest of their careers. [...]

Provide flexibility in the day. Some women don't require reduced work hours; they merely need flexibility in when, where, and how they do their work. Even parents who employ nannies or have children in day care, for example, must make time for teacher conferences, medical appointments, volunteering, child-related errands—not to mention the days the nanny calls in sick or the day care center is closed. Someone caring for an invalid or a fragile elderly person may likewise have many hours of potentially productive time in a day yet not be able to stray far from home.

For these and other reasons, almost two-thirds (64 percent) of the women we surveyed cite flexible work arrangements as being either extremely or very important to them. In fact, by a considerable margin, highly qualified women find flexibility more important than compensation; only 42 percent say that "earning a lot of money" is an important motivator. In our focus groups, we heard women use terms like "nirvana" and "the golden ring" to describe employment arrangements that allow them to flex their workdays, their workweeks, and their careers. [...]

Provide flexibility in the arc of a career. Booz Allen Hamilton, the management and technology consulting firm, recognized that it isn't simply a workday, or a workweek, that needs to be made more flexible. It's the entire arc of a career.

Management consulting as a profession loses twice as many women as men in the middle reaches of career ladders. A big part of the problem is that, perhaps more than in any other business sector, it is driven by an up-or-out ethos; client-serving professionals must progress steadily or fall by the wayside. The strongest contenders make partner through a relentless winnowing process. While many firms take care to make the separations as painless as possible (the chaff, after all, tends to land in organizations that might employ their services), there are clear limits to their patience. Typically, if a valued professional is unable to keep pace with the road warrior lifestyle, the best she can hope for is reassignment to a staff job.

Employers can no longer pretend that treating women as "men in skirts" will fix their retention problems.

Over the past year, Booz Allen has initiated a "ramp up, ramp down" flexible program to allow professionals to balance work and life and still do the client work they find most interesting. The key to the program is Booz Allen's effort to "unbundle" standard consulting projects and identify chunks that can be done by telecommuting or shorts stints in the office. Participating professionals are either regular employees or alumni that sign standard employment contracts and are activated as needed. For the professional, it's a way to take on a manageable amount of the kind of work they do best. For Booz Allen, it's a way to maintain ties to consultants who have already proved their merit in a challenging profession. Since many of these talented women will eventually return to full-time consulting employment, Booz Allen wants to be their employer of choice—and to keep their skills sharp in the meantime. [...]

Remove the stigma. Making flexible arrangements succeed over the long term is hard work. It means crafting an imaginative set of policies, but even more important, it means eliminating the stigma that is often attached to such nonstandard work arrangements. As many as 35 percent of the women we surveyed report various aspects of their organizations' cultures that effectively penalize people who take advantage of work-life policies. Telecommuting appears to be most stigmatized, with 39 percent of women reporting some form of tacit resistance to it, followed by job sharing and part-time work. Of flexible work arrangements in general, 21 percent report that "there is an unspoken rule at my workplace that people who use these options will not be promoted." Parental leave policies get more respect—though even here, 19 percent of women report cultural or attitudinal barriers to taking the time off that they are entitled to. In environments where flexible work arrangements are tacitly deemed illegitimate, many women would rather resign than request them.

Interestingly, when it comes to taking advantage of work-life policies, men encounter even more stigma. For example, 48 percent of the men we surveyed perceived job sharing as illegitimate in their workplace culture—even when it's part of official policy.

Transformation of the corporate culture seems to be a prerequisite for success on the work-life front. Those people at or near the top of an organization need to have that "eureka" moment, when they not only understand the business imperative for imaginative work-life policies but are prepared to embrace them, and in so doing remove the stigma. [...]

Stop burning bridges. One particularly dramatic finding of our survey deserves special mention: Only 5 percent of highly qualified women looking for on-ramps are interested in rejoining the companies they left. In business sectors, that percentage is zero. If ever there was a danger signal for corporations, this is it.

The finding implies that the vast majority of off-ramped women, at the moment they left their careers, felt ill-used—or at least underutilized and unappreciated—by their employers. We can only speculate as to why this was. In some cases, perhaps, the situation ended badly; a woman, attempting impossible juggling feats, started dropping balls. Or an employer, embittered by the loss of too many "star" women, lets this one go much too easily.

It's understandable for managers to assume that women leave mainly for "pull" reasons and that there's no point in trying to keep them. Indeed, when family overload and the traditional division of labor place unmanageable demands on a working woman, it does appear that quitting has much more to do with what's going on at home than what's going on at work. However, it is important to realize that even when pull factors seem to be dominant, push factors are also in play. Most off-ramping decisions are conditioned by policies, practices, and attitudes at work. Recognition, flexibility, and the opportunity to telecommute—especially when endorsed by the corporate culture—can make a huge difference.

The point is, managers will not stay in a departing employee's good graces unless they take the time to explore the reasons for off-ramping and are able and willing to offer options short of total severance. If a company wants future access to this talent, it will need to go beyond the perfunctory exit interview and, at the very least, impart the message that the door is open. Better still, it will maintain a connection with off-ramped employees through a formal alumni program.

Making flexible arrangements succeed over the long term is hard work.

Provide outlets for altruism. Imaginative attachment policies notwithstanding, some women have no interest in returning to their old organizations because their desire to work in their former field has waned. Our data suggest that fully 52 percent of women with MBAs in the business sector cite the fact that they do not find their careers "either satisfying or enjoyable" as an important reason for why they left work. Perhaps not surprisingly, then, a majority (54 percent) of the women looking for on-ramps want to change their profession or field. And in most of those cases, it's a woman who formerly worked in the corporate sphere hoping to move into the not-for-profit sector.

Employers would be well advised to recognize and harness the altruism of these women. Supporting female professionals in their advocacy and public service efforts serves to win their energy and loyalty. Companies may also be able to redirect women's desire to give back to the community by asking them to become involved in mentoring and formal women's networks within the company.

Nurture ambition. Finally, if women are to sustain their passion for work and their competitive edge—whether or not they take formal time out—they must keep ambition alive. Our findings point to an urgent need to implement mentoring and networking programs that help women expand and sustain their professional aspirations. Companies like American Express, GE, Goldman Sachs, Johnson & Johnson, Lehman Brothers, and Time Warner are developing "old girls networks" that build skills, contacts, and confidence. They link women to inside power brokers and to outside business players and effectively inculcate those precious rainmaking skills.

Networks (with fund-raising and friend-raising functions) can enhance client connections. But they also play another, critical role. They provide the infrastructure within which women can earn recognition, as well as a safe platform from which to blow one's own horn without being perceived as too pushy.

Excerpted with permission from "Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success," Harvard Business Review, Vol. 83, No. 3, March 2005.

Sylvia Ann Hewlett (cwlp@centerforwork-lifepolicy.org) is the founder and president of the Center for Work-Life Policy, a New York-based not-for-profit organization. She also heads up the Gender and Public Policy Program at the School of International and Public Affairs at Columbia University in New York. Her most recent book is Creating a Life (Miramax Books, 2002).

Carolyn Buck Luce (carolyn.buck-luce@ey.com) is the global managing partner for Ernst & Young's health sciences industry practice in New York. She is the co-chair for the Center for Work-Life Policy's Hidden Brain Drain task force.