Creating part-time tech jobs can improve employee well-being, productivity, and retention.
Implementing benefits like maternity and mental health counseling requires thorough research and ongoing evaluation.
Deep dives
Promoting Part-Time Tech Jobs at Capital One
Myra Orndoff, a senior manager at Capital One, campaigned for more part-time tech jobs after going part-time herself to balance work and raising four kids. She realized the need for flexible roles and turned a special exception into a benefit for all employees. Today, Capital One's technology department has five teams with 26 part-time employees. Part-time employees experience higher well-being, lower burnout, increased productivity, and higher intent to stay with the company.
Launching a Summit for Women of Color at Google
Stephanie LeBlanc, leader of Google's global programming for Women of Color, launched an annual summit that has bolstered retention and professional development at the company. It was initiated in response to data indicating a disparate experience for black women. The summit creates a sense of community, offers development opportunities, and signals the company's commitment to investing in underrepresented employees. Integration of qualitative and quantitative data is crucial in making the business case for such initiatives.
Implementing Generous Benefits at Raymond
Becky Gunther, director of Total Rewards at Raymond, persuaded the company to provide employees with free support for maternity, elder care, and mental health counseling. Extensive internal and external research, including benefit-specific engagement surveys and healthcare claims data analysis, supported the implementation of these benefits. Collaborative partnerships with various stakeholders and ongoing evaluation ensure that the benefits align with changing employee needs and positively impact both individuals and business outcomes.
Building Relationships and Advocating for Change
All three panelists emphasized the importance of building relationships, understanding the needs of leaders and partners, and effectively communicating the business case for change. They highlighted the power of combining personal stories with data to create a compelling case and addressing the concerns and priorities of key stakeholders. Ongoing evaluation, feedback channels, and adaptability are essential in addressing rapid changes, maintaining employee engagement, and ensuring the long-term success of initiatives.
When you see potential for your company to improve in some way—whether it’s to overhaul an outdated policy, round out benefits, or to make jobs more workable, how can you instigate change? Three women who Amy B interviewed during Women at Work’s April 27 live virtual event saw that potential and carried it through, to programs and policies that are making a difference:
Myra Orndoff, a senior manager at Capital One, campaigned for the company to create more part-time tech jobs after she went part time herself as a way to stay in the workforce while raising four kids.
Stephanie LeBlanc, who leads Google’s global programming for women of color, launched and continues to refine an annual summit that’s become a focal point of the multinational’s DEI strategy because of the positive effects it’s had on retention and advancement.
Becky Guenther persuaded Rehmann, the financial services firm where she leads HR, to give its employees free maternity, eldercare, and mental health counseling.
What can we learn from their advocacy and persuasion skills? How are they tracking their programs’ impact on women’s health, representation, and job satisfaction—and what are the results so far? How can you follow their lead? They fill us in.
