Women @ Work 2025: the deteriorating situation of women in the labor market. Thu. IL

Woman as a housekeeper: myth or present?

If it seems to us that a culture that clearly divides women and men by assigning them specific roles and responsibilities has long since passed into the past, then this is a mistaken belief. Although much has changed, the data clearly show that the traditional role of women — caring for the home and caring for children, the sick and the elderly — is still sustained and is reflected in the way women function in the labour market. Household labor is not usually seen today as an intentional or openly declared task for women. Rather, it is a consequence of the paradigm fixed over the centuries, according to which the man “went hunting” and the woman “took care of the house”, which in itself is a historical simplification. However, times have changed: the modern “hunt” has become professional work, and the development of technology has largely eliminated differences related to physical strength or fitness. The classic argument referring to the man bringing the refrigerator to the fourth floor loses its meaning today, since such tasks are rarely performed alone, and increasingly with the use of equipment or by specialized companies. However, regardless of the argument of force, which should never justify inequality, the persistent division of responsibilities, particularly evident in care work performed mainly by women, remains further evidence that equality is not a state achieved once and for all, but a process requiring continuous effort.

According to a Deloitte report, women living with a partner do most of the housework. This includes, among other things, cleaning, childcare and other adult care, shopping and financial management and thus the overall organization of home life. Importantly, this situation persists even when a woman is the main breadwinner, and 36% of respondents are affected by such cases. It would seem that one possible solution to this imbalance would be wider access to employee benefits, such as paid care leave or the possibility to take time off in the event of urgent care obligations. Meanwhile, in the study, fewer than four out of ten women declare access to such solutions. The same percentage of female respondents indicate that their key concern is the cost of caring for children or adult dependents, with fewer than two in ten acknowledging access to affordable forms of care.

This situation has a direct impact on the position of women in the labour market. In particular, mothers are often perceived by employers as “uncomfortable” or “unprofitable” and, in extreme cases, the very planning of pregnancy becomes a source of discrimination, which constitutes a gross violation of reproductive rights. At the same time, companies that care about economic efficiency should pay attention to data showing real losses due to the lack of adequate care benefits. In the last twelve months, about 16% of women in care have been forced to suddenly take a day off from work due to unforeseen caregiving responsibilities. Limited access to care services therefore translates into tangible economic losses for companies: analyses based on surveys and public data indicate that this results in more than two million unused working days per year, equivalent to a potential loss of economic benefits of $16.5 billion.

Safety of women at work

Occupational safety is not only the right conditions in the building, occupational health and safety training or proper equipment of the workplace. It also includes tackling mobbing and harassment, as well as a broader look at the workplace culture, in which women are much more likely to be victims of male violence. As the data shows, women's safety concerns are not limited to the workplace itself, but also include the journey to and from the workplace. 15% of women feel very high or extreme anxiety about their own safety when commuting to work, and 33% of respondents report the same level of concern in the workplace. This also applies to occupational mobility. Just over 10% of women report a strong fear of safety during business trips. The source of these concerns is primarily the experience of sexual harassment and harassment, with around one in ten respondents admitting that they have been exposed to it during business trips.

Also, the workplace itself is not free from the risk of harm and violence against women. In many cases, their concerns have their origin in previous experiences that have shaped realistic expectations about potential threats. When asked about the reasons for their concerns, about 20% of women reported harassment from co-workers, including sexual harassment and stalking, while 17% experienced inappropriate behavior from customers that made them feel uncomfortable.

In such situations, there is often a suggestion that women “set boundaries more clearly” or respond more quickly. However, this is not a solution to the problem. First, experiences of harassment or harassment can trigger paralyzing anxiety, leading to loss of sense of agency, decision-making difficulties, and sometimes even freezing reactions. Second, not in every organization and not in every position, reporting such behavior ends in justice. Despite the fact that anti-mobbing measures, legal regulations and legislative changes are increasingly formally on the side of women, many cases are still being swept under the carpet. It also happens that a woman does not have a safe and effective channel in the company to report such incidents or encounters power relationships that undermine her sense of security even in the process of reporting abuse.

5 factors that “keep” women at work — what the organization can do

The Deloitte report identifies five key areas that are critical to keeping women in the workforce. These factors do not only concern the equality policy, but have a real impact on the stability of the teams, the commitment of women employees and the long-term effectiveness of the organization. The first is the possibility of career development. Women are more likely than men to quit or change jobs when they do not see clear paths for promotion, access to training or real opportunities for decision-making roles. Organizations that invest in transparent promotion processes, mentoring and competence development increase not only the retention of women, but also the diversity of their management staff. The second important factor is the flexible organization of work. The ability to work remotely, hybrid or flexible hours allows women to combine work and caregiving responsibilities more effectively. Flexibility should not be seen as a privilege, but as a standard management tool for a modern organization. The third element is a safe and inclusive organizational culture. An environment free of mobbing, harassment and discrimination, where there are clear procedures for responding to abuse, is critical to the safety of female employees. Inclusiveness also means genuinely listening to women's voices and taking into account their experiences in shaping internal policies. The fourth factor is women's health support. It includes both access to health care and understanding of the challenges of the menstrual cycle, pregnancy, menopause or mental health. Organizations that normalize these topics and offer concrete solutions reduce absenteeism and burnout. The fifth area is the ability to maintain a work-life balance. Excessive workload, lack of support in care situations or a culture of constant availability affect women in particular. Companies that respect working time limits and support employees in life situations build loyalty and long-term commitment.

In summary, retaining women at work does not require one-off declarations, but systemic action. Organizations that consistently implement solutions in these five areas gain not only more stable and diverse teams, but also a real competitive advantage.

Sources:

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