The labor market is changing: are employers keeping up with women’s expectations?

Equal opportunities, transparent pay, clear career prospects, and an understanding attitude toward different life stages are now more important than formal greetings and occasional attention – both for women who still expect congratulations on March 8 and for those who have long considered the day a relic of the past.

As Evelina Latyšovič, Head of Business Operations at ManpowerGroup Lithuania, notes, women in Lithuania’s labor market still face specific challenges that are not always visible in statistics but are clearly felt in everyday life.

Declarations of equality vs. reality

Despite organizations publicly declaring principles of equal opportunities, in practice women still encounter subtle but systemic barriers – from unwanted comments about appearance to double standards of professionalism. Women still have to fight against preconceived distrust in their competence, especially when seeking leadership positions.

“A woman may be an excellent leader, but she often has to prove her authority more strongly and for longer than a man,” says E. Latyšovič.

Statistics also show structural differences. According to data from the State Data Agency and Sodra, the gender pay gap in Lithuania is about 13% (EU average: 11–12%).

“The EU Pay Transparency Directive coming into force this year is expected to impact women’s situation in the labor market – employers will be required to communicate salary ranges more clearly, ensure more transparent promotion and evaluation procedures, and allow employees to access information about gender pay differences. When pay systems become more transparent, there is less room for subjectivity and negotiation inequality,” the expert comments.

The issue of pay is only one part of the broader picture of gender inequality. According to Eurostat, the share of women in leadership positions also remains lower than that of men – around 38% (EU average is even lower, about 35%). Another nuance is that in Lithuania many women lead smaller or public-sector organizations, while their representation in top-level positions (boards and large company executives) is often significantly lower.

However, perhaps the most sensitive topic is motherhood.

Motherhood is still considered a “risk”

Although it is discussed less openly, questions about plans to have children have not disappeared from job interviews. Returning to work after parental leave often becomes a challenge: lower pay than colleagues in the same position, reduced responsibilities, or even structural changes that effectively leave no place for women in the workplace, forcing them to consider leaving.

“A returning employee should not be left alone with a system that has fundamentally changed over two years,” the expert emphasizes. According to her, there is often a lack of a clear “return plan,” both professionally and psychologically, for reintegration into the team.

A lack of flexibility also adds to the challenges. When a child is ill, many mothers could work remotely, but not all organizations allow it. Fixed working hours from 9 a.m. to 6 p.m. are often incompatible with kindergarten schedules. This also limits women’s career choices.

Over time, career breaks for childcare have financial consequences – lower income means lower social security contributions, which leads to lower pensions in the future. This is an issue increasingly discussed at the national level.

Change is happening – but unevenly

International companies and those applying hybrid work models more often demonstrate a flexible approach. Remote work has been a real turning point – it allows combining motherhood and professional life without forced sick leave.

However, in organizations maintaining traditional management cultures, change is slower. Even when flexible conditions formally exist, career opportunities or key projects are still more often given to those who are “visible” – physically in the office, always available, and able to work without interruptions.

“But this should already serve as a serious warning to employers: if you want to remain competitive in the labor market, you must change your mindset. Otherwise, talent will increasingly choose another employer, because today flexibility is no longer an extra benefit but a matter of reputation and competitiveness,” says E. Latyšovič.

International practices – even menstrual leave

In some countries, various initiatives help employees transition more smoothly between different life stages. These include special “return-to-work days” for mothers, mentorship programs after parental leave, and opportunities to stay connected with the team while on leave – participating in training, key meetings, or internal events (by prior agreement and if desired by the employee). Such practices help avoid professional gaps and reduce anxiety about returning.

It is also common to see childcare facilities at workplaces, more flexible schedules, or hybrid work models. In some places, additional health days or special policies are introduced for certain stages of women’s lives – such as menstruation or menopause – to ensure that biological and family factors do not become barriers to professional careers.

According to the expert, not all such practices would immediately take root in Lithuania – some still raise discussions due to cultural attitudes or organizational maturity. However, the direction is clear: empathy, flexibility, and recognition of individual situations are becoming not only a matter of social responsibility but also a sign of a mature organizational culture.

“Change does not start with legislation. It starts within the organization. And here responsibility lies on both sides. Employers must create fair systems and real opportunities, while employees must use them responsibly and not abuse the flexibility provided. And of course – zero tolerance for discrimination, and reporting such cases when necessary,” emphasizes E. Latyšovič.

What can businesses do now?

The ManpowerGroup expert stresses that many solutions do not require new laws – internal policy changes are enough. Here are some of them:

• Flexible work organization. Hybrid or individually adjustable schedules are among the most effective measures. If work quality is not affected, reducing control and trusting employees often yields better results than strict supervision.

• Clear career structure. Many organizations lack transparent career plans. This particularly hinders women’s opportunities to pursue leadership roles. Mentorship programs, internal women’s communities, or leadership training can help build confidence and ambition.

• “Blind CV” practice. Some international companies already use anonymous initial candidate screening to eliminate gender or age stereotypes. This reduces bias at the early stages of recruitment and is worth trying.

Structured return after breaks. Maintaining regular contact during parental leave, inviting employees to training, creating individualized return plans, and preparing managers to work with returning employees should become standard steps. It is also important to ensure psychological support and a personalized approach so that the return is adapted to each individual’s situation and pace.