Shifting cultural norms – gender equality begins at home | Best Practice by Procter & Gamble Europe
What if the narrative shifted from ‘caregiving is strictly a woman’s responsibility’ to ‘caregiving is for both parents?’ What if partners shared tasks related to home and childcare and had equal opportunities at work? We believe that this will be a game-changer for more women in business and leadership.
This best practice was first published in the Gender Intelligence Report 2020.
Paternity leave positively impacts both men and women in the workplace. When fathers take paternity leave, there is a higher probability that the early shared caregiving patterns will be embraced and maintained long term. As a result, it’s easier for women to return to work, their employment rates are higher and the gender pay gap is lower.
Generally, in Switzerland, childcare is seen as a primary responsibility of women, both within families and in the workplace. At the same time, there is a direct correlation between shared childcare responsibilities within the home and women’s empowerment in the workplace. #ShareTheCare reflects our gender equality ambition and stems from our wider flex@work business strategy as we recognize the importance of work-life integration for our employees based on their life stage needs. Our ambition is to make paternity leave the norm as opposed to the exception.
Director Communications at Procter & Gamble Europe
In today’s world, there is no reason for women to hold the key responsibilities of childcare. In fact, there are numerous studies, for example, the ‘European Commission 2018 Report on Equality Between Men and Women in the EU’, suggesting that caregiving fathers have a beneficial influence on the next generation. In 2019, P&G implemented a new company policy that enables new fathers or domestic partners in same sex couples to take an 8-week fully paid leave within the first 18 months of the child being born or adopted. This marked a milestone in our journey to drive positive change and shift cultural norms by considering childcare gender neutral. More than a policy change, it is a culture change.
Initially, we spent time talking with male colleagues – individually and through group discussions – to understand their desires and concerns, for instance, a potential impact on their career. It was important to understand the barriers that might prevent the adoption of the new policy. Then we sought the perspective from business leaders and other key stakeholders, especially on how to manage the cost of paid paternity leave. We intentionally positioned paternity leave not as a benefit but as an investment in an employment practice that supports a diverse and inclusive organization.
We brought the program to life under “#ShareTheCare”, which has proven more powerful than launching a paternity leave policy. #ShareTheCare communicates the intent very clearly and is easy to grasp. We want our employees to feel that they are part of a culture where succeeding in the workplace and dedicating time to family life can go hand in hand. Striking the balance between the two has never been more important as it enables our colleagues to reach their full potential.
Since the launch of #ShareTheCare last year, 70 P&G fathers took the leave in Switzerland. Positive feedback indicates that we have done the right thing. They mention the “pride to work at P&G”, “how invaluable the experience was in bonding with my child, allowing me to be a better father and husband” and “how it allowed me to take on my childcare responsibilities from the beginning.”
Our focus now is on eliminating cultural barriers through highlighting role models, dialogue with managers and encouraging each eligible employee to take the leave with full leadership support.
Johan Egger
Director Analytics & Insights at P&G and father of Alva feels extremely lucky to have spent two months of precious time with his family after his first child was born.
“When I first considered I may want more than the two-week paternity leave offered two years ago at P&G, I was somewhat concerned that I would be viewed as less committed to my work or be told it wasn’ t possible to take the leave at all. However, P&G could not have encouraged me more to spend quality time with my child. The support I received empowered me to take the two months, which undoubtedly benefitted both my work life and home life as a whole.”
Johan believes that the time he spent with Alva helped develop a bond with her that he wouldn’t have otherwise been able to, at no detriment to his career.
At home it allowed me
to take on my childcare
responsibilities from the
beginning, which have
continued as the norm long
after my leave being over.
“I stand by that my paternity leave was
invaluable in the bonding time with my daughter allowing me to be a better
father as well as husband. It hasn’ t compromised my career and my managers have supported me throughout – still now other fathers-to-be inquire about my experience and I tell them that it is the biggest experience of life, becoming a father and getting to know one’s child.”
Photo: Maryia Ramanava
We are willing to share our experience and what we have learnt to enable other businesses to go for it. We understand it may be more challenging to implement for companies who do not have our scale. However, it is essential to stop operating on the assumption that only women take parental leave. We need to shift the paradigm from “maternity leave has to be managed” to “parental leave is a unique opportunity of engagement and growth for both men and women.” All businesses can play their part.
Brands and advertisers like P&G have a critical role to play in advancing equality and inclusion in society. Advertising influences how we see the world and has the power to change mindsets. Ads from Pampers (link) and Ariel (link) portray men as champions for their families, sharing the care or sharing the load when it comes to household chores.
This Best Practice was first published in the Gender Intelligence Report 2020.
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