k|s|ng women |n nk

1radlLlonallyţ Lhe percepLlon ls LhaL men generally opL for [obs where Lhere are flxed resulLsţ measurable
and compeLlLlveţ whllsL women have LradlLlonally chosen less aggresslveţ sofLerţ lndusLry rolesŦ 1hls
percepLlon leads Lo a noLlceable resulL aL enLry level Ŷ Lhere [usL aren'L enough men who Lhlnk LhaL P8
can creaLe a fulfllllng career for LhemŦ 1he percepLlon fuels Lhe reallLyţ and Lhe proporLlon of men Lo
women wlLhln Lhe professlon sLays roughly Lhe sameŦ

llexl worklng hoursţ chlldcare faclllLles aL Lhe offlceţ worklng from home and undersLandlng husbands
are some of Lhe varlous faclllLles LhaL women worklng ln Loday's world are en[oylngŦ Women
professlonals are movlng up Lhe corporaLe ranks and managlng home as well wlLh aplombţ Lhanks Lo
changlng human resource pollcles and supporLlve spouses
Ma[or reasons why women are movlng up ln Lhe P8 secLorť
I|ex| Work|ng nours

Women are seen Lo be more peopleŴfocusedţ wlLh a speclal knack of recognlzlng performers and
worklng on Lhelr career advancemenLsŦ 1hey are good aL ob[ecLlvely collecLlng feedback and offerlng
career counsellngŦƍ1he klnd of compeLency P8 demands lncludes undersLandlng people requlremenLs
and ensurlng employee recognlLlonŦ
usually a worklng woman has Lo Lake maxlmum responslblllLy of her famlly and home and ln a scenarlo
where she has Lo work and balance personal llfeţ flexlble worklng hoursţ opLlon Lo work from homeţ and
a frlendly leave pollcy help women [uggle Lhese roles and help Lhem achleve Lhe besLŦ
ln lndla for lnsLanceţ women really are more Lhan [usL homemakersŦ 1oday Lhe worklng young women
appear Lo be as amblLlous as men when lL comes Lo eagerness Lo cllmb Lhe career ladderţ and 26
percenL women conLrlbuLe even more Lo famlly lncome Lhan Lhelr husbandsŦƍ (Womenƌs uayť Llfeƌs
easler wlLh flexl work hoursţ Cnn l8n)
Ch||d Care

Chlld care beneflLs Lhe employer ln Lhe followlng ways
Less obsenteeismť Lmployees who have problems wlLh daycare arrangemenL ofLen have dlfflculLles wlLh
aLLendanceŦ lf a chlld ls slck and cannoL aLLend Lhelr regular day careţ one of Lhe parenLs musL sLay
homeŦ now day care provlders ofLen offer an opLlon for slck chlld care for mlldly slck chlldrenţ ln
addlLlon Lo regular day care onŴslLe or nearŴslLe

8etter emp/oyee focusť When employees are noL worrled abouL Lhe care Lhelr chlld ls recelvlngţ and can
vlslL over a workŴdayţ Lhey have beLLer focus on Lhelr workŦ

mp/oyee /oyo/ty ond /ower emp/oyee turnoverť SLudles have also shown a remarkable reducLlon ln
employee Lurnover aL employers who offer onŴslLe or nearŴslLe day careţ or even care subsldles as a
beneflLŦ ln a sLudy of employees wlLh chlldren ln companyŴsponsored chlld care programsţ 93Ʒ of
respondenLs sald LhaL Lhe workŴslLe chlld care was an lmporLanL facLor ln conslderlng a [ob changeŦ 19Ʒ
of respondenLs had acLually Lurned down anoLher [obţ raLher Lhan lose Lhelr workŴslLe chlld careţ and
23Ʒ of Lhose who Lurned down oLher [ob opporLunlLles were managersŦ (8eoeflts of wotkŴ5lte cbllJ
coteţ Slmmons College CraduaLe School of ManagemenLţ 1997)Ŧ

mp/oyees often connot offord qoodţ re/iob/e doycoreť 1he younger a chlldţ Lhe more expenslveţ
because lL Lakes many more careŴglver hours for a baby Lhan for a Loddler or a school age chlldŦ

-- -% .


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