Work-Life Balance -
In the Messiness of Life, What’s Fair to Employers? - Sun and Planets Spirituality AYINRIN
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Author:His Magnificence the Crown, Kabiesi Ebo Afin! Oloja Elejio Oba Olofin Pele Joshua Obasa De Medici Osangangan Broadaylight.
If
you’re interviewing for a job and pregnant, should you keep your
pregnancy a secret? Or do you have an obligation to tell your
prospective employer? When I posed this question
on LinkedIn, about half the responses defended a woman’s right to hide
her pregnancy from a potential employer. The other half insisted that
employers have a right to know: withholding information is dishonest,
and could potentially cause the employer great harm.
I
wasn’t surprised that women admitted to hiding a pregnancy during a job
interview; their comments underscored the idea that we can’t trust “The Man.”
As consultant Leif Blumenau put it: “Don’t be ridiculous; who would
hire someone who soon after goes on extended leave. It seems a woman has
to choose between making a career and having babies.” Blumenau’s
straight talk echoes what I encountered while pregnant on Wall Street.
Instead of seeing it as a moment to gauge my ability to think
strategically, negotiate with multiple stakeholders, and to navigate
constraints, I felt like I was being asked to choose between my career
and motherhood. No wonder so many women on the cusp of motherhood opt
to become their own boss or to freelance.
Which
makes the level of concern others expressed for the company doing the
interviewing rather stunning. A representative example comes from
reader Karen Jones: “If you interview when you are pregnant and you
don’t advise a prospective employer, you are starting out as a liar, and
that is how you should be treated.”
Certainly,
the employer-employee dynamic can be complicated. Consider small
business owner Anja Dalby who struggled financially when her firm hired
an employee they didn’t know was five months pregnant, and the company
paid one year of maternity leave in addition to hiring a replacement.
This
particular case aside, with about half of my respondents worrying about
what was “fair” to the company, it appears that the social contract of
Henry Ford’s era is dying slowly and unevenly. We no longer want to check our dreams at the door
and work only for a paycheck — we want meaning and fulfillment from our
work, and autonomy over how we do it. And yet it’s hard not to pine for
the sugar daddy sinecure. We still want companies to take care of us —
and despite the decline in pensions, the rise in layoffs, and the
flatlining of most people’s paychecks, we want to do right by our
companies, too. Which is why the disruptions to our career arc — whether
it’s a new baby, sick parents, or the dream of going back to school,
travel, or volunteer more — can be so difficult. To jump to a new learning curve, we must leave behind the relative certainty about status, compensation, and benefits.
This
then becomes a quandary. If forced to choose, you may decide your
personal life takes precedence and go independent. If you don’t love
your job but are wedded to its benefits, you may shelve your dreams to
stay loyal to the company (or the security it represents). But either
way, it feels all-or-nothing.
It
may be tempting to see this as fair or even beneficial to the company —
you’re all in, or all-out. And yet dilemmas like this help explain why
employee engagement is so low.
If it’s “you” vs. “the company,” both parties lose. By contrast,
employers who who support and encourage their employees’ dreams breed
loyalty, resulting in higher profitability. According to Towers Perrin,
Intl., organizations with a highly engaged workforce increase operating income by 19.2%, while low engagement led to a 32.7% decline in operating profit.
Communispace,
the leader in online insight communities, is an example. One of their
engagement policies is a one-month sabbatical available to employees
who’ve worked at the company for ten years. Employees can learn whatever
they want and go wherever they want. CEO Diane Hessan was a golf
novice and spent her sabbatical really learning the game; Julie Wittes
Schlack, SVP of Innovation and Product Design, spent time writing a
book; and Siobhan Dullea, Chief Client Officer used her time to train
for her black belt. It’s no wonder that Communispace reports a 60% engagement rate vs. the national average of 30%, and has a voluntary turnover rate of just 12%, compared to an average of 25 to 30% turnover for agencies with a similar profile.
The
reflex we’ve developed over the decades is to see life’s turning
points, whether it is pregnancy or something else, as at odds with
engagement at work. But canny managers instead use these transitions to
cement ties with their employees — not to push them away.
Henry
Ford’s contract may be passé, but the imperative to turn a profit is
not. With the business landscape more competitive than ever, employers
need people who can produce results. Who could be better qualified to do
so than the person whose career is a case study in executing amidst the
messiness of a life?
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