By Catherine Ngo Content writer, presenter and podcaster

New research reveals a 3.2% decline in the proportion of women engaged in part-time work over the last two years, while men's patterns have remained unchanged. This slight shift could be a positive sign since women still make up most of the part-time workforce, and part-time employment has historically entailed financial and promotional penalties. Some women may gain the flexibility they seek through full-time positions, potentially enhancing their earnings.

Women aged 35 to 55 have led the charge for the increase in those working full-time, according to the ninth report in the Gender Equity Insights Series from the Bankwest Curtin Economics Centre (BCEC) and the Workplace Gender Equality Agency (WGEA). The data was based on 5,377 reporting organisations covering almost five million employees from 1 April 2022 to 31 March 2023.

Is the increase in women working full-time due to financial pressure?

The report reveals that most individuals in this group opt for part-time work based on personal preferences rather than financial constraints. Additionally, it highlights a notable increase in the number of full-time managers accessing flexible start and end times, reaching 65 per cent of the total.

Although the reduction in women's share of the part-time workforce may appear moderate, it must be viewed in the context of the significant changes in work patterns and locations observed in recent years.

While the decline of women working part-time has positive aspects, it should not diminish the value of part-time work or employers' responsibility to offer such opportunities. Employers should take proactive steps to address the career penalties and stigma associated with men working part-time.

Concerns persist regarding technology's role in blurring the lines between work and non-work activities, irrespective of whether individuals are classified as part-time, full-time, or flexible workers.

Although part-time work implies a break from work on certain days, flexible work arrangements may create the perception that employees are "always on."

A call to reduce stigma with flexible work

WGEA Director, Mary Wooldridge, urges employers to reconsider traditional work patterns by making work more flexible and part-time, emphasising the benefits for both employees and the organisation's productivity and profitability.

She notes that employers who analyse gender pay gaps, set objectives, and implement formal policies or strategies for flexible work have higher rates of women managers working part-time.

The report, in addition to Wooldridge's observations, makes several recommendations. Employers should mitigate the negative consequences of part-time employment by reviewing workplace policies, addressing unconscious bias, and tracking part-time employees' career development.
The report also encourages a supportive workplace culture and role modelling by leadership to normalise flexible work arrangements and suggests investing in managers' skills and capabilities to manage flexible teams successfully.

Additional recommendations focus on work design, advocating for more flexible hour options, job sharing, and compressed work weeks.

Key recommendations for employers

The researchers propose several actions in the report, including encouraging workplaces to investigate alternative job design approaches, job-sharing arrangements, and compressed workweek options. Key actions for employers that are identified in this new report, according to a release, include: 

  • Normalise part-time and flexible work arrangements in the workplace
  • Fostering a workplace culture respects the time of employees who work to alternative hours by reinforcing the commitment that they are not expected to work outside their agreed hours.
  • Senior management should actively role-model flexible work. 
  • Implement effective workplace policies and processes to guard against implicit biases and systemic penalties against part-time employees.
  • Review and monitor flexible and part-time work patterns, ensuring they do not carry career penalties in performance, pay, and/or progression.
  • Invest in developing the skills and capabilities of leaders and HR professionals to manage a flexible workforce effectively.
  • Explore hybrid and remote work options to attract and retain part-time employees who need flexibility in their work location.