A tight pool of part-time leadership roles available in Australia means many women could be left languishing in junior roles below their capabilities.
The Workplace Gender Equality Agency is concerned at what it’s calling a “part-time promotion cliff” whereby men and women who don’t work full-time are hamstrung by a lack of management opportunities.
Its analysis suggests that managers who do not work full-time are rare, with only 7 per cent of managers across all industries employed in a part-time capacity.
There are also few signs of more part-time management roles appearing in Australia, with their availability lifting just one percentage point since 2018.
Women are more likely to work part-time and are bearing the brunt, the report shows.
“For many part-time workers who want to or need to work that way, there are currently severe constraints on them doing so at the most senior levels,” WGEA boss Mary Wooldridge told The West Australian.
“This is particularly relevant for women, who are the majority of part-time workers.
“What it can mean of course is that women’s skills and talents are underutilised and could be languishing in more junior roles than they’re actually capable of.”
According to the new WGEA figures, 3 per cent of chief executives and 5 per cent of key management personnel work part-time.
While some might argue the nature of a leadership role demands a full-time employee, Ms Wooldridge said senior management and part-time work did not have to be incompatible and was of the view there were preconceived ideas of what a leader should be.
“(Being) 24/7 always available, prioritises work above everything else and has someone else at home often picking up the pieces, managing family responsibilities and those sorts of things,” she said. “It’s a myth that we can bust and a culture that can change.”
Ms Wooldridge also said redesigning leadership positions could be part of the solution in addressing gender pay gaps, by creating more opportunities for women to work in senior roles.
She said there was a small cohort of companies trying to do things a bit differently.
Deloitte senior manager Ayushi Jain, who runs projects within the firm’s consulting division, started working three days a week after having her first child in 2018.
She said clear communication about her work within the firm and with clients was crucial, as well as maintaining efficiencies in her day-to-day and staying protective of her days off.
“I was sometimes hesitant to say, ‘I’m part time’ but actually, they really appreciate it if you’re upfront and just clear that you work three days a week. I’m not charging you for any more than three days a week and that’s the time you’re going to get.”
“It is really about harnessing those opportunities and really showing your true potential with whatever time you’ve got.”
She sung the praises of having diverse working rituals within professional services and maintained they were beneficial for bringing in new perspectives.
“If you’ve got to make it work to keep talent, you just have to make the work.
“As long as you are delivering on the outcome, it shouldn’t matter where you’re doing it from.”