{"id":4680,"date":"2026-03-18T05:53:30","date_gmt":"2026-03-18T05:53:30","guid":{"rendered":"https:\/\/manpower.lt\/success-stories\/darbo-rinka-keiciasi-ar-darbdaviai-speja-paskui-moteru-lukescius\/"},"modified":"2026-03-18T06:00:22","modified_gmt":"2026-03-18T06:00:22","slug":"darbo-rinka-keiciasi-ar-darbdaviai-speja-paskui-moteru-lukescius","status":"publish","type":"post","link":"https:\/\/manpower.lt\/en\/insights\/darbo-rinka-keiciasi-ar-darbdaviai-speja-paskui-moteru-lukescius\/","title":{"rendered":"The labor market is changing: are employers keeping up with women\u2019s expectations?"},"content":{"rendered":"\n

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 \u2013 both for women who still expect congratulations on March 8 and for those who have long considered the day a relic of the past.<\/strong><\/p>\n\n\n\n

As Evelina Laty\u0161ovi\u010d, Head of Business Operations at ManpowerGroup Lithuania, notes, women in Lithuania\u2019s labor market still face specific challenges that are not always visible in statistics but are clearly felt in everyday life.<\/p>\n\n\n\n

Declarations of equality vs. reality<\/strong><\/p>\n\n\n\n

Despite organizations publicly declaring principles of equal opportunities, in practice women still encounter subtle but systemic barriers \u2013 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.<\/p>\n\n\n\n

\u201cA woman may be an excellent leader, but she often has to prove her authority more strongly and for longer than a man,\u201d says E. Laty\u0161ovi\u010d.<\/p>\n\n\n\n

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\u201312%).<\/p>\n\n\n\n

\u201cThe EU Pay Transparency Directive coming into force this year is expected to impact women\u2019s situation in the labor market \u2013 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,\u201d the expert comments.<\/p>\n\n\n\n

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 \u2013 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.<\/p>\n\n\n\n

However, perhaps the most sensitive topic is motherhood.<\/p>\n\n\n\n

Motherhood is still considered a \u201crisk\u201d<\/strong><\/p>\n\n\n\n

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.<\/p>\n\n\n\n

\u201cA returning employee should not be left alone with a system that has fundamentally changed over two years,\u201d the expert emphasizes. According to her, there is often a lack of a clear \u201creturn plan,\u201d both professionally and psychologically, for reintegration into the team.<\/p>\n\n\n\n

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\u2019s career choices.<\/p>\n\n\n\n

Over time, career breaks for childcare have financial consequences \u2013 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.<\/p>\n\n\n\n

Change is happening \u2013 but unevenly<\/strong><\/p>\n\n\n\n

International companies and those applying hybrid work models more often demonstrate a flexible approach. Remote work has been a real turning point \u2013 it allows combining motherhood and professional life without forced sick leave.<\/p>\n\n\n\n

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 \u201cvisible\u201d \u2013 physically in the office, always available, and able to work without interruptions.<\/p>\n\n\n\n

\u201cBut 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,\u201d says E. Laty\u0161ovi\u010d.<\/p>\n\n\n\n

International practices \u2013 even menstrual leave<\/strong><\/p>\n\n\n\n

In some countries, various initiatives help employees transition more smoothly between different life stages. These include special \u201creturn-to-work days\u201d for mothers, mentorship programs after parental leave, and opportunities to stay connected with the team while on leave \u2013 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.<\/p>\n\n\n\n

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\u2019s lives \u2013 such as menstruation or menopause \u2013 to ensure that biological and family factors do not become barriers to professional careers.<\/p>\n\n\n\n

According to the expert, not all such practices would immediately take root in Lithuania \u2013 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.<\/p>\n\n\n\n

\u201cChange 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 \u2013 zero tolerance for discrimination, and reporting such cases when necessary,\u201d emphasizes E. Laty\u0161ovi\u010d.<\/p>\n\n\n\n

What can businesses do now?<\/strong><\/p>\n\n\n\n

The ManpowerGroup expert stresses that many solutions do not require new laws \u2013 internal policy changes are enough. Here are some of them:<\/p>\n\n\n\n