Part-time workers represent a significant, yet underutilized, human resource pool with aspirations for increased working hours. This paradox is particularly perplexing given the persistent issue of skills shortages faced by employers. The presence of qualified and enthusiastic workers who remain underemployed raises an essential question: what factors contribute to this underutilization?
That was the question posed by a recent paper from Harvard Business School, which reveals that many are excluded from full-time work because employers don’t provide sufficient flexibility.
An untapped resource
Willing workers, eager to contribute, face the challenge of being screened out by hiring algorithms due to factors such as employment gaps or other perceived “red flags.” Nonetheless, these potential resources present an attractive solution for human resource managers facing talent shortages in a competitive job market.
The data stem from comprehensive surveys involving approximately 9,000 jobseekers in Germany, the United Kingdom, and the United States, conducted in 2020 under the guidance of the Managing the Future of Work project, which is co-chaired by Fuller. These valuable insights arrive at a pivotal juncture for employers, grappling with the ongoing struggle to fill job vacancies amid prevailing economic headwinds.
The team break down so-called “hidden workers” into three core categories:
- Individuals with “missing hours,” currently employed in one or more part-time positions but possessing the potential to engage in full-time work.
- Those “missing from work,” characterized by prolonged unemployment yet actively seeking job opportunities.
- And those “missing from the workforce,” presently not employed but capable of participating in gainful employment under suitable conditions.
In their most recent report, they scrutinized approximately 1,500 part-time workers who expressed a preference for increased working hours under different circumstances.
Among the respondents, 22 percent pointed to gaps in their resumes as a hindrance to securing employment, while 28 percent cited years of experience as a barrier. Additionally, 31 percent faced challenges in finding jobs that align with their personal circumstances, and 29 percent opted for part-time work due to caregiving responsibilities.
Lack of alignment
These caregivers were the largest group of untapped workers, with these people predominantly middle-aged, sandwich-generation women. The researchers propose various things that managers can do to change things.
- Be transparent – Covid changed the narrative and encouraged employers to be more interested in the wellbeing of employees, and indeed to be interested in the whole lives of the workforce. This includes the caring responsibilities they may have.
- Acknowledge the presence of female caregivers – Employers must acknowledge the growing significance of this demographic within the future workforce. As successive generations emerge, women are poised to constitute a more substantial portion of the labor pool. This trend is propelled by a rising proportion of female enrollees in higher education institutions, encompassing both college and graduate levels. It is imperative for employers to anticipate and adapt to this evolving landscape to harness the potential talent and contributions of women in the years to come.
- Design policies accordingly – Amidst the extensive discussions surrounding flexibility, often centered on concepts like remote work and unpaid leave, the true essence of flexibility lies in the mindset of employers. Enlightened companies recognize the burgeoning influence of the female workforce and should embrace this trend by providing tailored accommodations that cater to the diverse needs of women. A critical aspect of this approach involves reevaluating the pathways to career advancement, allowing women to flourish and contribute their full potential in the professional realm. By adopting such a forward-looking stance, companies can effectively bolster the growth and success of the increasingly significant female workforce.
