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Lessons from One Parent Families project working with employers to help lone parents stay in work
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Paper prepared for the seminar on July 15th
July 2005 - 13 points to note from the Family Fortunes project, by Liz Sewell
Family Fortunes set out to investigate the ways employers could support parents at the point of separation to enable them to remain in work, if that was what they wanted to do. Along the way, our remit expanded to review the long term needs of lone parents as well.
1. If we can get it right for lone parents we can get it right for all parents.
Lone parents and parents in couples face many similar issues and problems: what adds pressure is that lone parents face them alone. If policies are developed to support the recruitment and retention of lone parents they will support the recruitment and retention of all parents.
2. How you become a lone parent affects the type of support you receive.
Becoming a lone parent through death of a partner or family breakdown causes similar practical problems. Guidelines always exist for those facing bereavement, but not for those going through a separation. In practice, this means people with the same practical difficulties often receive different support.
3. Policy is important, culture is crucial, but managerial support is essential.
All the companies we worked with had enhanced HR policies, but policy alone is not sufficient to keep someone in a job. The area of the business in which you work and the culture within your team often have a greater impact on your ability to take leave or work flexibly. But even more important than policy and culture is the attitude of the line manager. It is clear that a supportive line manager is one of the most influential factors in enabling a parent facing family breakdown, or a lone parent, to remain in work.
4. Organisations often give out mixed messages.
Lone parents and managers often feel that they are being given mixed messages. For example the statement that an organisation wants to support parents is set against the pressure to give the client what she wants, whenever she wants it. In turn, this means staff have to do whatever needs to be done, even if it means long hours at short notice or extensive travel.
5. There is general confusion over leave and flexible working policies.
Recent legislation and company policies are not well understood. When probed there is often confusion from managers and staff over exactly what is legally enforceable, what is organisational policy and who can authorise entitlements.
6. Unpaid leave is unattractive, whatever your salary.
Unpaid leave is unattractive whether you are on minimum wage or earning a six-figure salary. This undermines unpaid statutory provisions such as dependent's and parental leave.
7. Work is about more than money.
Many lone parents expressed the feeling that at the point of separation work offered them a 'haven', 'refuge' or 'space', where they could get away from the problems at home and focus on achievements. Longer term, motivation also comes from the enjoyment of working in a team, being with other adults, the status offered by the post, and acting as a role model for children. Some who go through a crisis point actually become stronger, more ambitious, more aware of themselves and possibly happier having been through a difficult period, and come out the other side. They have a determination to succeed and confidence that they will achieve.
8. Flexibility and autonomy make working easier.
Flexibility is a key issue for lone parents on all levels of income. This includes the ability to change pressure of work, as well as where and when to work. Autonomy over work aids flexibility, and is a boon to those in higher status positions.
9. The childcare shortage remains.
Cost and availability of regular childcare are still major issues for lone parents. Out of hours and emergency childcare cropped up again and again as points of stress.
10. Lone parents are concerned not to be seen as special cases.
Lone parents want to be seen as full members of the team, although they know that at times they will need specific support. Organisations are concerned not to single out lone parents for special treatment, but to respect their needs alongside other carers.
11. Employers can build a gilded cage.
Employers can develop financial packages and offer respect, status, autonomy and flexibility that makes parents think "Why would I leave? I would never get this if I had to start again".
12. Managers need guidelines to advise them on how to support parents, and a business case that explains why they should.
Straightforward advice from HR, on what is appropriate and sympathetic support, would be welcomed by managers. An understanding that retaining lone parent staff or those going through family breakdown meets business needs would encourage many more managers to engage.
13. Lone parents don't want to take advice on personal issues from managers, and managers don't want to provide such advice.
Both parents and managers went to HR for advice on employment issues, but neither wanted to involve the employer directly in giving advice on personal, legal, or financial issues. The request was for an independent service able to offer expert advice that covered all the bases.
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