Introduction to Business Management

Post-pandemic hangover: a perspective about the

main organizational changes and the respective
impact on women in the workplace.

Ana Filipa Ferreira Novo

MLM Student Number: 9582
Introduction

When asked to write about the pandemic's impact on companies through new
technologies, one topic immediately came to mind due to its anticipated significance:
remote work.

Inwardly reflecting, I pondered what my future would look like if I worked from
home while my partner did not, or if we both worked remotely. However, in the end, the
central question that lingered in my mind was whether there would be a difference if the
man worked from home and the woman did not. Could this be a variable that has
influenced the increase in men's involvement in domestic chores? Given that this is a
more common reality in many households, has it narrowed the historical gap in the
division of household responsibilities and, consequently, women's commitment to their
careers?

With these two questions in mind, it is essential to grasp that the COVID-19 crisis
has brought about substantial changes in how businesses operate across all sectors and
regions. A recent survey1 of executives conducted by McKinsey Global reveals that these
companies have significantly accelerated the digitization of customer interactions,
supply-chain processes, and internal operations, typically advancing by three to four
years. Furthermore, almost all survey 2 participants indicate that their companies promptly
implemented temporary solutions to address new demands, often at a much faster pace
than previously considered feasible.

The unpreparedness for these changes can be attributed to the relatively limited
focus on social risks. According to the 2020 Global Risks Perception Survey released by
the World Economic Forum before the pandemic, social risks, including health-related
issues like pandemics, were considered much less likely compared to risks associated
with climate change or natural disasters. However, in a global landscape where both social
and environmental threats are increasingly prevalent, the ability to react, adapt, anticipate,
and forecast crises in both the social and environmental domains is vital to ensure
business resilience and long-term viability. The importance of foresight and preparedness
cannot be overstated.

1
The online survey was in the field from July 7 to July 31, 2020, and garnered responses from 899 C-level
executives and senior managers representing the full range of regions, industries, company sizes, and
functional specialties.
2
How COVID-19 has pushed companies over the technology tipping point—and transformed business
forever. Retrieved from: https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-
insights/how-covid-19-has-pushed-companies-over-the-technology-tipping-point-and-transformed-
business-forever#/. Accessed on: 3/10/2023
 The impact of COVID-19 on a business company is game-changing on several
levels, such as on employee's health and lifestyles, sales and operations, company's supply
chain and revenues.

These operational adjustments, involve rethinking how physical space is utilized

and reconsidering their target markets, audiences, and the means to engage with them.
Therefore, remaining competitive in this transformed business and economic
landscape necessitates the adoption of new strategies and practices and may even
necessitate the creation of entirely new business models (more agile) to revitalize existing
income sources and establish fresh ones. This includes recognizing the strategic
importance of technology as a critical component of businesses, extending beyond mere
cost efficiency. Companies that fail to establish a strategy for navigating recessions and
economic challenges run the risk of being left behind in the COVID-19 era.

Executives are increasingly placing their trust in the potential of technology,

investing in cutting-edge technologies such as AI, blockchain and cloud computing.
These technologies, once championed primarily by tech enthusiasts, have now found a
broader acceptance within the ranks of organizational leadership.
However, as organizations embark on this transformative journey, it becomes
evident that technology alone is not the sole key to success. To truly enhance their chances
of long-term prosperity, organizations must ensure that their workforce is equally
equipped with the qualities of capability, resilience, and adaptability that their
technologies represent.
In today's unpredictable business environment, embracing strategic paradoxes is
essential for organizations to thrive – leaders must put aside the traditional idea of
prioritizing one goal over another when faced with conflicting challenges. Instead, leaders
should embrace paradoxes and seek dynamic equilibrium within the organization:
"managing for today or tomorrow, adhering to boundaries or crossing them, and focusing
on creating value for shareholders or a broader set of stakeholders". 3
This approach requires leaders to shift their mindset from well-intentioned
consistency to consistent inconsistency; from viewing resources as scarce to seeing them
as abundant; and from seeking stability and certainty to embracing dynamism and change.

3
Smith, W. K., Lewis, M. W., & Tushman, M. L. (2016). Both/and" leadership. Harvard Business Review,
94(5), 62-70.
Unlocking a Brighter Future: The Power of Remote Work in Shaping
Gender Equality and Workplace Transformation

The world of work is undergoing a profound transformation, driven by both the

impact of Covid and the impending recession.

Three years after the pandemic, the desire for flexible work options is stronger
than ever, with most employees wanting remote or hybrid work choices to reduce real
estate costs. Traditional office routines, such as the 9-to-5 in a physical office, are rapidly
becoming obsolete.
Only a small fraction of companies plan to reduce these options, while many are
looking to expand them. Although not every company or role can fully embrace remote
or hybrid work, it's evident that these new modes of working are becoming permanent
fixtures.

Companies in this transition should keep in mind that the power of choice is
crucial: allowing employees to select their preferred work arrangement, be it remote or
on-site, can make a difference. Such flexibility leads to increased job satisfaction and
higher retention rates. However, besides all the benefits, remote and hybrid work are
creating new challenges too, with some companies reporting less productivity and
increased levels of anxiety and stress among some employees. This proves that companies
are expected to rethink their cultural norms, having a greater responsibility in supporting
employee's mental and physical health.

Ricardo Soares, a Senior Advisor at KPMG, shared insights about the differences
in work dynamics between consulting and auditing within his field. He highlighted that
consulting offers more flexibility, contrasting it with auditing, where such flexibility is
limited. From his perspective, consultancy work inherently leans toward remote work,
partly due to space constraints in the office and the efficiency gained from minimizing
travel time between clients.
He also expressed a preference for working remotely 90% to 100% of the time.
He mentioned the benefits of saving time and not having to dress up daily. However, he
did recognize the negative aspect: reduced opportunities to build strong professional
relationships, which are often instrumental not only in advancing one's career but also in
enhancing work outcomes through collaborative teamwork. Mariana Pedro, a Business
Consultant at Deloitte, underscores the importance of Junior employees spending more
time working on-site. This approach facilitates clearer communication for addressing
questions and enhances the learning experience, particularly during the early stages of
one's career. As Dan Schawbel points out: “Their soft skills are weakened because they’re
not getting human contact”.
 The idea that flexible work arrangements could create a more equitable situation
for women may seem appealing. Many individuals are cautiously hopeful that by
dispelling negative perceptions surrounding remote work, reducing commuting time, and
challenging the notion that physical presence at the workplace is always necessary,
women can sustain full-time employment without career setbacks during their primary
caregiving years. There is some supporting evidence for this optimistic vision of a
brighter future.
Research has shown that flexibility empowers mothers to maintain their working
hours after giving birth and to remain in demanding, well-paying positions even when
family responsibilities are at their peak.

In this regard, Ricardo Soares explained that due to his wife's pregnancy, remote
working became a favorable option, especially with the prospect of having more time for
their child. As a result, they were able to improve their living conditions and even acquire
a pet. Anticipating the intention to work remotely more frequently, they strategically
purchased a cheaper house farther from the city center and their workplace.

Nevertheless, before confidently declaring that gender equality has been

experiencing a positive change due to remote working, it is essential to question if any
obstacles could impede this progress.
We must reflect on the main changes that the pandemic has had on a woman's
career and, consequently, on family dynamics.
Empowering Gender Equality in the Workplace: Reimagining Work
Dynamics, Policies, and Leadership Roles

1. Is flexibility the first step?

Numerous studies suggest that flexible work arrangements might inadvertently

amplify the conflict between work and family life, as they tend to extend work hours and
increase domestic responsibilities for employees.

Women often end up shouldering a larger share of domestic duties when working
flexibly, while men tend to prioritize and expand their professional commitments.
The key takeaway is that policy efforts should shift towards reforming
organizational cultures away from the acceptance of overwork as a norm. Instead, the
focus should be on creating "non-extreme" jobs that don't demand excessive hours and
constant availability to demonstrate commitment. The path should be one of greater men's
involvement in caregiving and women's increased labor market participation. It's crucial
to ensure that full-time employees are not pressured into working long hours, and efforts
to reduce the stigma surrounding part-time or flexible work arrangements should go hand
in hand with these reforms.

Curiously, the implementation of corporate strategies that enhance flexibility to

improve work-life balance hasn't always translated into a higher number of women
reaching senior leadership positions. Instead, the primary outcome has been the improved
retention of women in lower management roles, which only demonstrates that when
women can work where they want to, they are happier and less likely to leave.

In this context, I firmly believe that taking this initial step is crucial for fostering
a mindset that places gender equality as a top priority within the workplace. In today's
environment, where employees are increasingly seeking more from their work and
leaving their organizations in unprecedented numbers to find it, flexibility emerges as the
essential element to empower women to pursue their ambitions.

2. Is it still impossible to achieve gender equality in top-level management

positions?

Also, to unlock women's full potential, it's imperative to implement policies that
promote and empower men to assume more significant roles in childcare responsibilities.
If we don't change our thinking, similar cases as the following one may persist.
When inquired about her company's efforts to ensure equitable promotion
opportunities for both women and men, Mariana Pedro clarified that in consultancy,
employees are assigned specific objectives, and a portion of their salary, in the form of a
bonus, hinges on achieving these objectives. She recounted a situation where a woman,
working for another company (X), during her transition from a manager to an associate
partner, accomplished 85% of her objectives within a year while she was pregnant.
Regrettably, her outstanding performance went unrecognized, leading to her being denied
a promotion and a bonus. Consequently, she made the difficult decision to resign from
the company.
According to Mariana, “In consultancy, you don't see many women in
management positions.”
She realized that women's career progression works like a pyramid: "The higher
the position, the fewer women get it". This phenomenon can be attributed to a variety of
factors, but she pointed out one in particular - "Women can't cope with the life of a
manager". Traditional gender roles and expectations often place a greater burden on
women in terms of childcare and household duties, making it harder for them to devote
the necessary time and energy to career advancement.
Having a different experience, Mafalda Cosmelli, Associate Manager at
Mastercard, mentioned that Mastercard is particularly proactive in addressing these
concerns. They have established Lean In circles, a program where accomplished women
in their careers engage with younger professionals to discuss these issues. Additionally,
there is a Women Leadership Network (WLN), a network of female employees in this
company. Also, in the Lisbon office, they have initiated a gender-balanced workstream,
which encompasses various local activities, events, and surveys. Mafalda, along with one
of her colleagues, were the pioneers of this project.
As she explained, “This initiative has led to significant improvements in gender
equality within the company, with a focus on recruitment and retention. They are currently
revising policies related to maternity and paternity leave, with a strong commitment to
supporting employees, including assistance with fertility treatments for women. Four
months' paternity leave for men is also almost unheard of in Portugal.”

3. Are remote and hybrid work game-changing for women?

It’s evident that remote work may impact women's career progression in several
ways.
As Mariana Pedro elaborated, remote work has had a positive impact on women's
work-life balance. She cited an example from her company, where the manager finishes
work at 5 p.m., goes to the gym, picks up her children from school, puts them to bed, and
then resumes her work afterward.
For many women, remote work could offer a chance to overcome geographic
limitations that previously hindered career growth. It might democratize access to
mission-critical assignments that often require relocation, potentially reducing the gender
gap in this aspect of career development.
However, she underscored the downside: informal networks and crucial
assignments tend to favor those in easy contact with mostly male decision-makers. If
remote work further reduces face-to-face networking opportunities, it could exacerbate
existing gender inequalities.
Middle-ranking employees are at a critical stage in their careers, and remote work
might hinder their advancement. Traditional stepping-stone assignments and informal
coaching that often lead to leadership roles are challenging to replicate in virtual
meetings. Constructive feedback, vital for learning, might become more gender biased.
Additionally, remote work affects how work assignments are distributed,
influencing career capital and progression. While it promises broader access to talent and
smart virtual platforms for project allocation, gender disparities persist in self-
nominations and talent sharing.
Compared to women, men are benefiting disproportionately from on-site work,
having their achievements recognized and rewarded.

4. Presenteeism: a topic of ongoing relevance. What role should managers play

in addressing and mitigating presenteeism in the workplace?

Business travel is waning on both domestic and international fronts. Reluctance

to use trains and planes, combined with the need to trim travel expenses, has led to the
adoption of virtual communication tools like Zoom and Skype for business interactions.
Nevertheless, short-term job insecurity and layoff fears are fostering
presenteeism. Employees feel compelled to visit the office to stay connected and
demonstrate commitment.

In the medium term, this presenteeism will manifest as longer working hours and
an increase in virtual meetings, potentially impacting employee health and productivity.
Furthermore, the role of managers is undergoing a significant transformation. The
demand for managers with emotional intelligence and strong social skills is rising, given
remote work's need for employee support, identifying signs of distress, and fostering
teamwork and innovation in a virtual setting.
Historically, managers were often selected for technical skills, but in the new work
environment, a shift toward a balance between technical expertise and people skills is
imperative. This marks a fundamental change in leadership criteria.
However, in this shift to remote work, a new form of presenteeism is emerging.
While some companies may fully embrace remote work, others will have a mix of in-
office and remote employees, raising questions about gender disparities. Men may be
more visible in the office or on business trips, while women work remotely and potentially
go unnoticed.
Evaluating employees based on output rather than physical presence becomes
crucial. Without a shift in reward systems, remote work may exacerbate biases,
disproportionately affecting women who could be sidelined in decision-making and
informal discussions shaping outcomes.
For example, some organizations restrict in-office presence to a small percentage
of employees, often favoring those with enclosed offices, raising concerns that women
may miss vital conversations and decision-making processes while working from home.
If going to the office becomes a status symbol, particularly in knowledge-based
industries, men may gain more exclusive access than women, potentially worsening
gender disparities. In this evolving work landscape, organizations must adapt policies and
reward structures to prevent remote work from inadvertently disadvantaging women and
exacerbating existing inequalities.
Building an Inclusive Roadmap for Successful Remote Work
Environments

Leaders must navigate risks and trade-offs to ensure successful remote work. To
make progress toward a work-life balance, several key recommendations should be
considered and implemented in most of the companies.

First and foremost, it's essential to recognize that our culture plays a significant
role in shaping how we implement remote work. This entails understanding that while
tools like Zoom and Microsoft Teams offer flexibility, successful integration of remote
work hinges on harmonizing it with our existing culture, with due attention to factors such
as gender equality and diversity.
Remote work is influenced by societal expectations and norms regarding gender
roles. To address this, organizations should actively question and challenge these
ingrained assumptions, particularly those related to the traditional roles of mothers and
fathers. By challenging these stereotypes, they can create a more equitable and flexible
environment for all employees, regardless of their gender.
It's important to emphasize that despite the increasing prevalence of marriages
where spouses share responsibilities equally or where the woman is the primary
breadwinner, public perceptions of what husbands and wives might prefer in terms of
their respective incomes are more complex and varied. According to a Pew Research
Center survey and analysis of government data, "about half of Americans say they think
most men would prefer to earn more money than their wife" and "Majority of adults say
society values men's contributions at work more than their contributions at home".4

Being an effective leader in the realm of people and culture, especially in the
context of promoting Diversity, Equity, and Inclusion (DEI)5, demands substantial
commitment and consistent action.
Project leadership is undergoing significant transformation due to technological
changes too. The way leaders interact and manage projects is evolving alongside digital
practices. The COVID-19 pandemic further emphasized the importance of digitally
mediated collaboration tools, despite potential communication challenges in virtual
teams. This transformation raises concerns about responsible leadership and the risk of
exclusion in online project management. Research is needed to understand how project

4
The nationally representative survey of 5,152 U.S. adults was conducted Jan. 18-24, 2023, using the
Center's American Trends Panel.
5
According to a McKinsey Survey, “Most companies have increased or maintained their financial and
staffing investments in diversity, equity and inclusion over the past year. And nearly three in four say DEI
is critical to their future success”.
leadership can adapt to changing delivery methods while maintaining inclusivity and
empowerment among stakeholders for improved project outcomes. 6

To make it successful for everyone, it's crucial to educate managers about new
guidelines. Since managers' behavior greatly influences workplace culture, they should
be trained in understanding colleagues' remote work setups and addressing issues like
burnout, work stress, work/life balance, and inclusion. This involves instructing them on
appropriate questions to ask and topics to avoid when employees are working from home,
as well as prompting them to be mindful of the boundaries between personal and
professional space in remote work situations.

When asked whether managers bear the responsibility of addressing these new
demands, Mafalda underscored the pivotal role of managers in reinforcing the company's
guidelines related to women's daily work experiences, which encompass aspects like
flexibility, emergency childcare benefits, and mental health support.
At Mastercard, they have a setup where there's a line manager or squad leader who
takes on the responsibility for an individual's career development. This person may or
may not work directly with the individual on projects, but they play a crucial role in
guiding and advocating for them in the career process, especially during evaluation
meetings. On the other hand, the project manager is the one who collaborates with the
individual on specific projects, handling day-to-day aspects, including managing remote
work arrangements. In this context, both line managers and project managers should be
invested in and responsible for addressing these new demands. However, as she pointed
out, at Mastercard, the primary responsibility for managing these aspects falls to the line
managers.
As a woman, she had male line managers who expressed genuine concern and a
desire to provide support in any challenging situation she faced. When she observed this
level of care from her male managers or discussed her concerns with other male
colleagues, it became crucial to involve them in the conversation. However, she
mentioned that when she had managers who showed indifference, it made her
contemplate leaving the company.

Preventing the creation of two employee groups it´s imperative in a nowadays

company. If most employees work remotely, a company needs to guarantee that the office
is not a place of privilege.
People naturally want to feel important and distinguish themselves, but for an
organization to work well, it needs to encourage fairness and teamwork rather than
individual competition. To achieve this, organizations should look at how work is

6Whyte, J, Naderpajouh, N, Clegg, S, Matous, P., Pollack, L, Crawford, L. Project leadership: A research
agenda for a changing world.
distributed between genders at home and in less crowded offices, making sure everyone
has equal flexibility and access to both remote and in-office work.

In addition to, establishing clear promotion criteria based on results achieved, not
hours worked, to ensure that employees utilizing flexible working policies are not
overlooked for advancement, it's a step to cast aside outdated thinking in this matter.

By implementing these recommendations cohesively, organizations can create a

more inclusive, flexible, and productive work environment that benefits employees at all
levels. And eventually, if these forces gain momentum, the demand for change may lead
to greater workplace equality between men and women.
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