Negotiating work-life balance measures with leadership

Understanding the issue

To advocate effectively for a solution, you need a thorough understanding of the problem, supported by objective, reliable, and verifiable evidence. Focus on the impact of caring responsibilities on the academic careers of women, including their mobility, productivity, and promotion (often referred to as the motherhood penalty). Use relevant data from your organisation if available.

• Identify who will benefit from the negotiated measures.
• Compile a list of other research organisations or universities that have implemented similar measures (best practices).
• Determine which offices make the relevant decisions and with whom to negotiate.
  

Highlight the benefits (& risks)

• Clearly outline the tangible benefits of the proposed measures for beneficiaries, all employees (including men), and the organisation as a whole.
• Discuss the negative impacts of not taking action.
• Anticipate possible opposing arguments and prepare counterarguments.
• Gather evidence of positive outcomes from similar measures implemented elsewhere.
  

Connect to legal frameworks & policies

• Show how the proposed measures align with organisational, national, and international legal frameworks and policies, such as:
  • The organisational mission, vision, strategy, or gender equality plan.
  • The EU Directive (2019/1158) on work-life balance for parents and carers, which mandates that workers who are parents and carers have the right to request flexible working arrangements, including remote working, flexible schedules, or reduced working hours, for caregiving purposes.
    

Clarify your objective

• Consult relevant stakeholders to discuss the details of a solution, including expenses covered for example by the Parents’ Travel Grant fund and reduced duties after returning from parental leave that MINDtheGEPs partners are advocating for.
• Prepare a clear implementation plan for the proposed measure, detailing the timetable, responsibilities, and required resources.
• Have an alternative plan ready, such as pilot programmes in a few departments.

Build alliances

• Strengthen your negotiation position by mobilising support from various stakeholders, particularly those most affected by the proposed measures, such as doctoral students and early-career employees.
• Seek allies among middle-level management, including men.
• Involve gender equality groups and trade unions in the negotiation and implementation processes.
  

Communicate effectively

• Adopt a collaborative negotiation style. Instead of blaming or reprimanding for failing to meet employees' needs, focus on how to improve working conditions and enhance organisational effectiveness.
• Be well-prepared with your key messages and support them with gathered evidence. Ensure your messages are clear, consistent, and succinct.
• Report your negotiation attempts and results to organisational stakeholders, including doctoral students, early-career employees, and trade unions. Tailor your messaging to suit different audiences.
  

Embed measures

• Aim to integrate the implemented measures into the organisational agenda and structure.
  

Monitor implementation of measures

• Regularly communicate the negotiated measures and benefits to all employees.
• Continuously monitor the implementation and effectiveness of these measures and consider future improvements.
  

References