Introduction
Corporate welfare policies are undergoing a period of significant change, with an increasing focus on Work-Life Balance (WLB).
The concept of Work-Life Balance refers to people’s ability to effectively manage their work and personal lives.
Historically, these policies have primarily focused on parents, but today the need for a more inclusive approach is emerging.
Shifts across global landscapes have highlighted the need for organisations to adapt to the evolving needs and priorities of their people.
According to ISTAT 2023 data, Italy recorded a new record low in birth rates, with 197,000 fewer births compared to 2008 (a 72% decline).
This phenomenon is not isolated to Italy; it can be observed across many Western countries, where priorities are shifting and life is taking on different forms.
These findings raise important questions:
- What is today’s mindset?
- Which forms of responsibility will evolve the most tomorrow?
- What key aspects require our attention?
What is today’s mindset?
Alongside falling birth rates, there is a significant increase in professionals who choose not to become parents. However, contemporary culture often attaches strong stereotypes to these life choices.
In many workplace settings, people without children are seen as “lacking something”—namely, without commitments that would justify a genuine need for work-life balance support.
This stereotype (or bias) disproportionately affects women without children.
At a societal level, the belief persists that a woman only achieves complete fulfilment through motherhood—a bias that tends to overshadow other forms of personal and professional achievement.
Research by Verniers (2020) and Ashburn-Nardo (2016) demonstrated that people without children, regardless of gender, are perceived less favourably than parents. This is because the choice not to have children is seen as a deviation from social norms, leading to the stereotypical assumption that those without children have more time to dedicate to work.
How do we assess who deserves support?
Perceptions of deservingness and social judgement are complex processes involving different areas of the brain. Neuroscience has identified several key areas involved in these mechanisms:
Medial Prefrontal Cortex: involved in self- and other-evaluation, moral decision-making, and social judgement;
Anterior Cingulate Cortex: contributes to evaluating emotions and regulating emotional responses;
Amygdala: critical for responding to emotionally significant stimuli;
Insula: involved in emotional awareness and the perception of disgust and other negative emotions.
These regions work together to form complex judgements regarding people’s deservingness. For instance, when evaluating whether a colleague deserves greater support, the Medial Prefrontal Cortex may be involved in assessing their needs and contributions, while the Anterior Cingulate Cortex and Amygdala can influence our emotional responses to that assessment.
Another common example concerns older people, who are often viewed as more deserving of support due to their past contributions to society and the labour market. Conversely, unemployed individuals are sometimes perceived as less deserving, occasionally because their status is unfairly attributed to a lack of personal effort.
A study by Filippi et al. (2020) highlighted that employees with children are frequently seen as more deserving of Work-Life Balance support than their childfree colleagues. This bias is also reflected in assessments of women, where mothers are viewed as needing flexibility far more than women without children.
It is crucial to recognise that the personal lives of people without children can be just as full and demanding as those of parents. Hobbies, personal care, volunteering, further education, or simply personal downtime all contribute to an employee’s overall well-being and productivity.
Which forms of responsibility will evolve the most tomorrow?
Caregiving is the provision of care and support to a dependent individual, who may be a family member, a friend, or a loved one living with disabilities, chronic illness, or age-related frailty.
Carried out primarily by family members, this role encompasses a wide range of activities, from physical and healthcare assistance to emotional and organisational support.
According to estimates by the European Commission, the economic value of long-term care hours provided by informal carers is equivalent to approximately 2.5% of EU GDP—a figure higher than public spending on long-term care itself (Adecco Italia).
In Italy, 15.4% of the population provides care or assistance at least once a week, with a higher prevalence among women (17.6%) than men (12.9%).
This data highlights that while many people choose not to have children, they are by no means exempt from caregiving responsibilities. Indeed, a significant number find themselves caring for elderly or unwell relatives. Beyond pursuing personal interests, these individuals dedicate a substantial portion of their time and energy to the daily care of dependent family members.
The role of family carer extends far beyond parenthood, encompassing a broad spectrum of care commitments that deeply affect day-to-day life and psychological and physical well-being.
This commitment, frequently undervalued, is vital for supporting loved ones and requires adequate recognition and practical support from corporate welfare policies.
What key aspects require our attention?
The first step is to recognise the value and needs of all people, regardless of whether they have children.
Offering flexibility and support to every employee, while taking into account diverse care responsibilities, can significantly improve well-being and productivity in the workplace.
In a world where priorities and lifestyles are evolving, organisations can choose to adopt an inclusive, adaptable approach tailored to the diverse needs of their employees.
Without losing sight of future trends—an ageing population and declining birth rates—this enables us to meet tomorrow’s challenges in the best possible way.
Conclusions
Organisations have an opportunity to create a more inclusive, sustainable working environment that values every employee and their specific needs. Recognising the importance of caregiving alongside other forms of personal and professional commitment will help build more resilient, fulfilled organisations, ready to meet future challenges.
Click here to find out more: https://mailchi.mp/hermesconsulting.com/work-life-balance-avere-o-non-avere-figli-quali-impatti
