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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.

3.5 Conclusion

It is evident that women employees in PSEs having experienced the work from home
arrangement in the most challenging circumstances, weighed its pros and cons
accordingly. It has led - most of them to suggest that given a choice, they would opt
for flexi-timings combined with a roster
system of attending office. They have It is evident that women employees in
also realised and therefore highlighted PSEs having experienced the work from
that a WfH arrangement without clear
cut guidelines leads to blurring the home arrangement in the most
boundaries of work hours. challenging circumstances, weighed its
Additionally, it requires outlining the pros and cons accordingly. It has led -
reporting requirements and most of them to suggest that given a
performance monitoring.
choice, they would opt for flexi-timings
As one respondent opined, and it aptly combined with a roster system of
summarizes this section: attending office. They have also realised
and therefore highlighted that a WfH
“WfH is not a new concept. But PSEs
in our country are yet to demarcate a arrangement without clear cut guidelines
clear policy on WfH. What happened leads to blurring the boundaries of work
in the recent past is crisis hours.
management. It can’t be called a WfH
model and cannot be adopted on a
permanent basis without considering the realities and clear expectation of both parties

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