Flexible work arrangements are better understood by HR officers, and it is “less of a boo-boo” to ask for them. She knows of more returning mothers making such requests upfront in their job interviews.
The founder of social enterprise Mums@Work, which supports working mothers and employers implementing flexible work, also still hears of lingering issues.
“Increasingly I hear that the boss is very supportive, but the teammates can feel it’s unfair privilege or even an ‘added bonus’ simply because you are a caregiver,” said Ms Torrey.
One example she cited was of colleagues scheduling meetings at unfriendly timings. One mother’s teammates held regular huddles just before or at the time when her official work hours ended and she had to pick up her kids.
Some returning mothers also feel they may have been “passed over” for serious projects that carry more weight or offer more chances to shine.
They see this as part of the “deal” in exchange for flexibility, said Ms Torrey.
Workers differ on whether the guidelines have changed workplace norms for better or for worse.
One employee in a corporate role within the manufacturing sector told CNA that the guidelines were used to justify more scrutiny and rigidity around flexible work arrangements in her company.
Vera Lau, Saxo's head of marketing in Singapore, in the office. She asked for and received flexible work arrangements as a new mother. (Photo: Vera Lau)
But there are also some like Ms Vera Lau, 28 and head of marketing at investment firm Saxo, who had no lack of support for flexibility in the workplace.
Ms Lau, who had a baby last January, works from home twice a week, keeping the same hours as her colleagues in the office.
Before this, the default was one day of remote work subject to approval by a manager, which Ms Lau said she rarely used.
She credits an understanding environment and strong company culture for how well her flexible work arrangement has worked out.
“My team and colleagues were accommodating, where possible, even scheduling our important meetings to the days I’m in the office,” she said.
An evaluation took place three months in to ensure her performance was not slipping, and there have been no concerns since. Her hybrid arrangement is now reviewed every six months.
“I’d say individuals feel more empowered and know that this option exists if needed,” Ms Lau said of the impact the guidelines have had on her company’s flexible work norms.
Mr Zhang, who asked to use his surname only and who works in the professional services industry, felt that the guidelines helped to sustain remote work arrangements from the pandemic.
The 36-year-old father of young children has made informal, ad hoc requests to work from home on certain days, which his employer granted easily.
A formal request to work from home regularly is more elusive. “Because my role deals with internal stakeholders … (the) employer has hinted at the importance of my physical presence,” he said.
Still, he felt the company culture was understanding of family needs and that flexible work requests were fairly considered.
PERSONAL PLANS
Despite some accounts of workplace cultures changing for the better, experts told CNA that there is room to improve how flexible work arrangements are perceived in the workplace.
For one, NUS’ Dr Wang noted that the introduction of the tripartite guidelines has been contextualised with discussion about more people becoming caregivers in an ageing society, which has given the guidelines “social legitimacy” by addressing an urgent demographic need.
But this also suggests such arrangements are a tool for fulfilling personal responsibilities, rather than a standard mode of high-performance work, he said.
This may in turn inadvertently strengthen the flexibility stigma in the corporate world, he added.
From the worker’s perspective, the existence of the stigma can discourage people from taking on such arrangements, which can impact family planning.
For instance, R, the hybrid worker with a toddler, said he and his wife only felt they could manage having a baby because remote work became the norm during COVID-19.
Likewise, they are now held back from having another child by the uncertainty over whether remote work will continue to be tolerated at his workplace.
“We can have money, we can have a lot of baby bonuses and all that, but if this kind of very crucial issues are not dealt with, it’s close to impossible to increase the birth rate, because these are very real day-to-day issues,” said R.
“AN OUTDATED SIGNAL”
Dr Wang was also asked if the existence of the stigma is related to the fact that Singapore’s guidelines require employers to consider flexible work requests, but not necessarily to grant such requests once they are made.
He said the requirement to consider requests – but not approve them – may create significant variation in managers’ perceptions, and that it places the burden of justification on employees.
“Managers who already hold traditional views may perceive those who request flexible work arrangements as less committed, potentially intensifying the stigma for those who ‘push’ for their rights under the guidelines,” he said.
