In 1989, legal scholar Joan C. Williams published a theory explaining why professional women were “opting out” of their careers. She highlighted how professional jobs were designed for men married to homemakers, with expectations of constant availability, late hours, and frequent travel. This model made it challenging for mothers to balance work and caregiving responsibilities, leading to many women leaving the workforce. Williams argued that redefining beliefs about what makes a good worker was necessary to level the playing field and maximize the potential of the workforce.
Over the next 30 years, despite advancements in technology that allowed for remote work, the traditional model of the “ideal worker” persisted. While some companies offered flexible options, using them was often viewed as a lack of dedication. Williams, frustrated by this lack of progress, eventually left the work-family field. However, the COVID-19 pandemic brought about a significant shift in attitudes towards remote work.
As shutdown orders forced companies to experiment with remote work, many found that it was not only feasible but also beneficial. Williams regained hope as the pandemic highlighted the effectiveness of remote work, with many professional jobs now considering someone who only shows up in person part-time as the ideal worker. This shift has particularly benefited mothers, leading to a surge in labor force participation rates among women, especially those with young children and bachelor’s degrees.
The pandemic also revealed the value of flexibility in the workplace. Studies have shown that employees with more control over where and when they work are less likely to leave their jobs and report better work-life balance. While there is still debate about the long-term sustainability of remote work, job satisfaction among remote workers is at an all-time high.
However, challenges remain, particularly around the stigma associated with flexible work arrangements. Many workers, especially women, have faced guilt or judgment for taking advantage of remote work options. Managers, who have long equated office attendance with productivity, may struggle to adapt to a more flexible work culture. Additionally, the lack of diversity among top executives, many of whom are married to homemakers and have not taken on caregiving responsibilities, hinders progress towards more inclusive work environments.
Moving forward, it is essential to address these challenges and ensure that remote work does not inadvertently create new barriers for women in the workforce. While remote work offers many benefits, including increased flexibility and work-life balance, it is crucial to consider the broader implications and ensure that all employees have equal opportunities for advancement and success. By reevaluating traditional notions of productivity and success in the workplace, companies can create a more inclusive and supportive environment for all employees.
