Page 11 - Impact of WfH study report _SCOPE-ILO_Neat

7. Overall, maximum number of women felt their level of productivity during WfH
period was same (44.03%) as compared to pre COVID days. Women who felt they
were less productive (16.66%) when working from home, their number was less as
compared to those who felt their productivity level increased (30.62%).

8. Of the 1969 women executives who participated in the survey, close to 90% felt
that the WfH arrangement is relevant; and that it was sustainable. While close to
75% found the WfH arrangement effective as well as efficient, it was felt that
definite guidelines, also well-defined metrics that assesses productivity and
performance, will facilitate being more effective and efficient.

9. Women who found themselves juxtaposed in a triple role i.e. as employees,
caregivers, also supervisors/team leaders (some quoted in this report), articulated
one thing upfront i.e. as an employee, and more so if in a leadership role, their
focus is to achieve company’s objectives. Gender cannot come in the way to
achieve company objectives. However, they indicated that carrying out full time
work in decision making roles can be efficiently performed if they have a strong
support system to take care of their household/caring responsibilities. During
Pandemic that support system lay paralyzed i.e. there was no crèche, no domestic
help taking care of elders, etc.; as a result, the working woman had to bear the
brunt of it. But they did their best to bring a balance, and move ahead to achieve
to the extent possible in both fronts; nevertheless, “it is/was challenging”. It is
challenging playing multiple roles, and therefore it is important that it is understood
by everyone - both in the organization and at homes, to enable better productivity
and contribution of women work force in organisation/nation-building.

10. Even though the number may not be substantial, but one cannot undermine or
ignore that some women (n=26) have indicated that during the work from home
arrangement, they felt some kind of threat or act of violence and harassment within
their four walls, which made them feel unsafe and uncomfortable. Organisations
may through their internal mechanisms try generate information, or atleast as a
start, issue a general communication encouraging its employees to seek
advice/guidance or necessary support if they are faced with any act of violence or
harassment at home.

Key Informant Interviews (KIIs; n=78)

1. The senior management and the decision makers interviewed under Key Informant
Interviews (KIIs) in the PSEs were unanimous in their opinion that while the WfH
was a necessity, it was forced post COVID-19 declared pandemic and it definitely
cannot be applied for the entire company. For them, the new norm was not
specifically the WfH but how to return to function optimally with necessary safety
and precautionary measures.

2. As a corollary to the point above, it was reiterated that the experience of PSEs
show that WfH is a sustainable option; however it cannot be relevant to all

departments or units in a company. Each company needs to reviews its manpower
requirements and functioning of its departments to come up with a practical WfH
policy which keeps the company interest as well as employee welfare in place.

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