Welcome to season 1, episode 7 of Breaking with Tradition, Catalyst’s podcast that explores trends and ideas that will impact the future of the global workplace. This episode is called AI and the Future of Pink-Collar Jobs.

As AI technology rapidly evolves, a troubling new gender gap has emerged, especially among younger workers: 71% of men ages 18-24 say they use generative AI weekly, compared with 59% of women. This gap threatens to widen existing disparities, especially frontline women in “pink-collar” sectors such as customer service, healthcare, and education.

Join host Victoria Kuketz as she chats with Ana Kreacic, Partner and Chief Knowledge Officer of Oliver Wyman Group and COO of the Oliver Wyman Forum, and Terry Stone, Managing Partner Global Health and Life Sciences and Former Managing Director, Americas, Oliver Wyman to discuss the urgent and important need for inclusive upskilling initiatives, incorporating AI into companies’ future vision, and tapping the leadership of Gen Z.

Tune in as we unpack how generative AI could both displace and empower, and what steps companies can take to create a more equitable future of work for all.

Host and guest

Victoria Kuketz, Director, Corporate Engagement, Canada, Catalyst

LinkedIn | Bio

Ana Kreacic is a Partner and Chief Knowledge Officer of Oliver Wyman and COO of the Oliver Wyman Forum – the think tank and platform for engaging business, public policy, and societal leaders to act on shared challenges. With over 20 years of consulting and operating experience, Ana is known for her ability to blend customer insight with business strategy and leadership effectiveness. A frequent speaker and author, Ana’s work has been featured in the World Economic Forum, Wall Street Journal, and MIT Sloan, to name a few. Ana is passionate about empowering women and youth.

LinkedIn | Website

Terry Stone is Vice Chair and Interim Global Lead taking on two strategic priorities for Oliver Wyman. One is as interim Global Leader for Health and Life Sciences focused on accelerating the growth of our Life Sciences businesses in the US and Europe. A second critical firm priority which Terry leads is a project for our CEO to accelerate the transformation of OW’s own business and operating model in response to Artificial Intelligence. Our priority is to identify how consulting overall, and our OW’s business is likely to be impacted by the opportunity and threats that AI creates for strategic advisory businesses.

LinkedIn | Website

In this episode

• 1:41 | Tell us about yourselves! Ana and Terry fill us in on what excites them as AI practitioners.
• 4:29 | The AI gender gap. Our guests break down the emerging AI usage gap between men and woman.
• 8:22 | “Pink-collar” sectors and AI. Terry defines what a “pink-collar” job is and how they’re perceiving new AI technology.
• 14:49 | Performing at the top of your license. How can we convince reticent AI users of its huge potential for positive change?
• 20:11 | AI tips & tricks. Terry reflects on her experience and what works on implementing AI policies at work. Ana brings in the “pink-collar” specificity.

Favorite moments

• 2:17 | Ana: For me, [the exciting part about AI] is the opportunity for positive change… It’s a time that requires a lot of reflection if we’re going to get it right.
• 3:21 | Terry: AI is going to be the single biggest, disruptive force or catalyst for change in business in my entire career.
• 11:50 | Terry: When [AI use is] done well, you can easily see 15-20% productivity improvements in key areas.
• 12:19 | Terry: There’s still a lot of fixation on AI as “driving efficiency.” I think the best companies are thinking about “How does AI serve as a catalyst for me to reimagine everything we do?”
• 15:25 | Ana: When ChatGPT was launched, all of the assessments said it was a very smart eight-year-old… Now we’re getting in the realm of it being an average, maybe C-level PhD student.
• 16:22 | Ana: If you look by gender, women on average will say that they are less aware, in the same company, of AI initiatives. They are less aware of changes their company has made. They are less likely to participate in trainings.
• 18:44 | Terry: The truth of the matter is, AI is going to impact your job. So, you getting smarter about AI will enable you to use it to do your job better… The more you lean in, the more you’ll get out of it.
• 22:02 | Terry: [When it comes to AI implementation], you have to think about both breakthrough business impact and things that are broad-based and easy but that make everyday users’ lives’ easier.
• 25:46 | Ana: How is it that 40% of Gen Z prefer an AI manager? Part of the reason is because they have no fear of asking any question to AI. And the way they ask the question, they know they’re not going to be judged for how they’re asking the question or what they’re asking about. Also, it’s available any time.

Mentioned on the Pod

• World Economic Forum: How to stop women falling behind on generative AI in the workplace
• Oliver Wyman Forum: How generative AI is transforming business and society
• Forbes: 46% of Gen Z leans more on AI than their managers, says new study

Research you can use

• Blog: Global CEOs share insights on AI implementation
• Blog: What is ‘responsible AI’? Panelists weigh in
• Blog: Leverage AI while avoiding its risks and biases
• Webinar recording: How to use generative AI free of gender and racial bias (Supporter Only)
• Explainer: Responsible artificial intelligence for inclusive workplaces (Supporter Only)
• Tool: Use AI to attract a more diverse candidate pool (Supporter Only)

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The post Episode 107: AI and the Future of Pink-Collar Jobs appeared first on Catalyst.

Whatever the general public may think of AI, businesses are on board, seeing the great potential of AI for optimizing existing systems and creating new ones. AI is no longer viewed as simply an option for most industries, but as an inevitability.

As businesses with the agility and budgets lead the charge on the development and implementation of AI, and others begin to follow, it can be easy to move at the speed of innovation without viewing AI through a human lens. In this spirit, panelists convened at the 2024 Catalyst Honours in Toronto on 7 October 2024 to discuss “Shaping an Inclusive Future Through Generative AI.”

Kathleen Taylor, Chair, Element Fleet Management, Altas Partners, and The Hospital for Sick Children, spoke about the portfolio of organizations she works with, saying they are generally optimistic about an AI-enhanced future of work. “There’s such enormous opportunity associated with all of this,” she said.

This sentiment was echoed by discussion moderator David Morgenstern, President, Accenture Canada, who said, “We published a paper at Microsoft this spring that said even traditional Canadian adoption [of AI] would add the equivalent of an insurance or retail sector to Canada.” That translates to an annual economic windfall of $180 billion in labor productivity gains by 2030.

AI can assist in innovation for good

Panelists then shifted their focus to implementation. Jennifer Freeman, CEO of PeaceGeeks,  highlighted AI’s impact on bridging the gaps between users and government. “We’re really utilizing AI in our digital tools as an equalizer,” she said.

For immigrants, there are many barriers (like language and technology) to accessing resources. PeaceGeeks partnered with Accenture to create an AI virtual career coaching platform that can help people practice interviewing, soft skills, and job matching for permanent residency.

As of 7 October 2024, the platform, which rolled out in June, has already had over 100,000 unique users.

AI can perpetuate current biases

Panelists agreed that a healthy dose of caution is needed when creating platforms that rely on AI. Pamela Pelletier, Country Leader & Managing Director, Canada, Dell Technologies, said, “It’s all about the data. Garbage in, garbage out. If you have data that is skewed or that is biased, then you’re going to have a problem.”

She gave the example of AI chatbots, which can “hallucinate”. “Where does ChatGPT get their information from? Twitter, whatever, all these places. So, the data itself is potentially biased.”

Aneela Zaib, Founder & CEO, emergiTEL, said, “The fact is that the LLM (large language model) models that we have on our hands currently, we don’t know how they’re trained or which data they are trained on.”

AI must be fed the right data

What can be done to combat this issue? How can we prevent the same blind spots in the future?

Zaib is already working on solutions. “One of the ways we have tried to overcome [this] is we have fine-tuned these models based on the dataset that are inclusive in nature already. So, when you give a dataset to this tool which is already inclusive and you define set prompts (and there’s a lot of detail…that we can go crazy over), the bottom line is that you have to be very careful in using these systems, giving them the guardrails, and at the same time auditing these systems at the end with the results that you are getting.”

Her company’s tools deliver diverse job candidates to client companies, and AI is part of those tools. When they audit the results that AI delivers, if they find a job or a skillset that isn’t being filled by candidates in certain communities, they analyze those results, fine-tune them, and run the AI model again. Ongoing stewardship of these AI tools and models is part of the process, especially when the work is so important. Zaib said, “Diversity is a practice that we have to do every day.”

DEI and AI can work together

Pelletier echoed this sentiment, saying, “We have the opportunity with the tech that exists now to actually bring people in who have been historically forgotten or left behind.”

Organizations that use AI must do their part. Pelletier said, “As an organization, we have the responsibility when we’re training models to have that data reflect the values we have as an organization. So, it is really important that we take that data and we curate the data to reflect those values… and then we’ll have a very positive outcome.”

She added that DEI and AI can and should work together to further humanity’s best interests. “We need to have our DE&I representation, those folks, at the table at the beginning as we implement the AI projects. And they need to have the ability or authority to hit that pause button or that stop button. If one were analyzing the data, if something is inappropriate, they can pause that and go and correct it,” she said.

Be intentional with AI

As organizations rush to add AI to various aspects of their businesses, it’s important to take the time to do it correctly. If a company doesn’t have high customer service traffic, it probably doesn’t need an AI chatbot. If a company has a large marketing department, it probably doesn’t need to train AI to write articles. And if a company cares deeply about its values, it shouldn’t license an LLM trained on biased datasets.

Taylor summed it up perfectly: “We can make this work, as long as we’re building capably, testing well, utilizing but then coming back around and making sure that what comes out the other end is exactly the outcome we would have hoped for, whether that’s a new recruit, a system that’s delivering a new customer offering, whatever it may be.”

Want to know about next year’s Catalyst Honours? Sign up now and we’ll email you when registration opens.

The post Global CEOs share insights on AI implementation appeared first on Catalyst.

As we enter the Age of AI, we are transitioning from a knowledge economy to a relationship economy. This shift underscores the increasing value of interpersonal skills that AI cannot replicate critical thinking, empathy, creativity, adaptability, trust, and collaboration. In this landscape, women continue to face unique challenges and opportunities in the workplace. This webinar will highlight the importance of these essential skills and provide strategies to empower women to thrive in the relationship economy.

Investing in and valuing interpersonal skills is crucial for the success of individuals, businesses, and effective human-AI collaboration. Businesses that prioritize these skills foster inclusive environments that leverage diverse talents and perspectives. Empowering women in the relationship economy helps create a future where technology and human connection coexist harmoniously, benefiting organizations, their employees, and their communities.

Join our panel of experts to discuss:

• How AI is transforming the relationship economy and affecting women at work
• Best practices for implementing initiatives and structures that value soft skills
• Findings from Catalyst’s Adapt or Fail research on how to build adaptability as a skill

Note: Please log in to the website with your Catalyst Supporter organization email to access registration. If you are NOT a Catalyst Supporter, please email us to proceed with payment and registration. For questions, please contact catalystevents@catalyst.org.

Catalyst is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP® recertification activities.

The post AI, Equity, and the Future of Work: Empowering Women in the Relationship Economy appeared first on Catalyst.

The Catalyst webinar “How to Use Generative AI Free of Gender and Racial Bias” explored strategies for creating ethical AI practices that promote equity and inclusion in the workplace. By understanding and mitigating its biases, organizations can leverage AI as a tool for progress rather than one that reinforces inequalities.

Moderated by Julie Cafley, Executive Director, Catalyst Canada, the panel included Cathy Cobey, Global Responsible AI Co-Lead, EY; Noelle Russell, Chief AI Officer, AI Leadership Institute; and Michael Thomson, Executive Vice President, Edelman.

Here are our top five insights from the discussion:

1. AI education is essential to avoid pitfalls.
   AI can enhance human capabilities, yet it also carries inherent risks. Russell likened AI to magic, highlighting its capacity to leverage past data and behaviors to refine decision making, while Cobey noted that “AI is still human controlled. Maintaining this oversight is essential in AI development. There’s always a magician behind every magic trick.”

   All panelists agreed that users need better education to utilize AI effectively and avoid potential risks. “There is a dark side to this magic,” Thomson warned. “AI’s transformative power offers great opportunities but requires robust risk management strategies to protect against its pitfalls.”

2. Understand that all AI is inherently biased.
   AI systems can unintentionally absorb biases from their training data. “No dataset or person is free of bias,” Thomson said.

   Data scientists aim to create holistic, empathetic, and inclusive models, believing that their innovations will deliver beneficial outcomes. “At the onset, these models are like baby tigers—cute and full of potential,” Russell said. “However, critical questions about their long-term impact are often overlooked, leading to significant challenges as AI models mature and become operational. Ensuring diverse representation throughout the development process is essential to minimize biases effectively.”

3. Implement strong AI principles.
   AI standards should be ingrained into an organization’s core values, not treated as an afterthought. “AI principles need to be like water in a wave, woven through everything we do,” said Russell. She also advised that leadership must shift their thinking and incorporate these principles into the organization’s core values.

   Cobey added that EY updated their AI principles in September 2023 to include sustainability, noting the high level of computer processing, energy, and water usage involved in running large language models (LLMs) and other types of AI models. She also pointed out that some of the principles can be in conflict with each other and require trade-offs. “Sometimes security works against transparency and accuracy against explainability,” she said. “You have to choose which principles and values are the most important, depending on the AI use case.”

4. Embrace AI—cautiously—for a competitive advantage.
   “The best advice I can give is to just start using AI,” Thomson said. “It may be intimidating at first, so start with small, manageable tasks. AI is a tool with limitations. It’s like an imperfect first draft. Don’t blindly share AI-generated information.” He likened it to using a calculator for complex math, saying “Without it, I’d struggle, but with it, I’m efficient. AI can be that tool for you. Organizations using AI effectively will outpace those that aren’t, making AI training essential for everyone. We need to take advantage of these tools, particularly when other people aren’t.”

5. AI needs all our perspectives for a better future.
   Active participation in AI development is the way forward. “We need to help it make better decisions. We are part of the solution,” Cobey said, adding that users don’t need to be tech savvy.

   Russell stressed the importance of diverse perspectives in building AI systems that serve everyone, saying, “Don’t build for people without those people. It’s important to show, not tell, when advocating for diversity and inclusion.” Outsourcing how AI will be implemented at your organization, she cautioned, is ill-advised without diverse representation.

As organizations navigate the complex challenges of integrating generative AI, they should focus on maintaining ethical standards that promote inclusivity and lessen biases. By conscientiously implementing AI practices that prioritize diversity, equity, and inclusion, organizations will reap the enormous benefits of this transformative technology while continuing to advance workplace equity and support their core values.

Want more insights like these?

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The post Leverage AI While Avoiding Its Risks and Biases (Blog Post) appeared first on Catalyst.

What you will learn: 

• What new Catalyst data reveals about the work experiences of frontline employees.
• Insight into the mental health challenges and other obstacles that frontline employees experience.
• What business, HR, and L&D leaders can do to revolutionize their approach to frontline talent retention and create healthy workplaces where frontline employees can thrive.

At the end of this webinar, you will have a better understanding of the challenges faced by frontline employees and learn best practices to attract, retain, and support them.

Speakers

Paula Hornbaker, Senior Director Product Supply, P&G

Alix Pollack, Head of Knowledge Transformation and Solution Development, Catalyst, Inc.

Moderator

Nicole Merrill, Product Leader, Catalyst

Note: Please log in to the website with your Catalyst Supporter organization email to access registration. If you are NOT a Catalyst Supporter, please email us to proceed with payment and registration. For questions, please contact catalystevents@catalyst.org.

Catalyst is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP® recertification activities.

The post Rewriting the Frontline Narrative From Quitting to Thriving appeared first on Catalyst.

But that understanding will require careful consideration of the risks and biases AI tools and processes tend to exhibit—from gender and racial biases to flat-out inaccuracies in output. With that foundation of awareness, business leaders set themselves up for success in creating a workplace that is fit for inclusion in the new era of work. 

Watch this webinar to hear our panel of experts discuss: 

• How companies are tackling AI and the future of work, from AI councils, committees, and chief officers.
• The landscape of AI and business strategy, including legislative regulations, common biases, and risks.
• The invigorating prospects for success in leveraging AI to support a holistic approach to diversity, equity, and inclusion.

Speakers

Cathy Cobey, Global Responsible AI Co-Lead, EY

Noelle Russell, Chief AI Officer, AI Leadership Institute

Michael Thomson, Executive Vice President, Edelman

Moderator

Julie Cafley, Executive Director, Catalyst Canada

Recording Available only to Catalyst Supporters. Please log in to watch the recording.

The post Webinar Recording: How to Use Generative AI Free of Gender and Racial Bias appeared first on Catalyst.

Welcome to a special edition of the Catalyst podcast, Breaking with Tradition filmed live at the 2024 Catalyst Awards! This is season 1, episode 3: What does Gen Z want in a workplace?

Everybody’s talking about the new multigenerational workplace—and for good reason. The newest generation, Generation Z, will soon make up over a third of the global population and a quarter of the global workforce.

Born after 1996, Gen Z is bringing new expectations and priorities to the workplace. From better work-life balance, a bigger investment in mental health, and their preference to work with companies that prioritize DEI, this generation is already making waves.

On this episode, join hosts Lucy and Victoria as they sit down with Remington Bennett, former Content Writer and Producer at The Female Quotient to talk about how the multi-generational workplace will shift future workplace cultures and priorities.

Our conversation will help you learn how companies can successfully manage the challenges a multigenerational workplace brings, while still accelerating diversity, equity, and inclusion progress.

Hosts and guest

Lucy Kallin, Executive Director, EMEA, Catalyst

LinkedIn | Bio

Victoria Kuketz, Director, Corporate Engagement, Canada, Catalyst

LinkedIn | Bio

Remington Bennett has diverse work experience spanning multiple industries. At the time of filming, they worked as a Content Producer at The Female Quotient since 2022. Prior to that, they held various roles at The New York Times from 2019 to 2022, including Assistant to the Managing Editor, Executive Assistant for Global Enterprise Subscriptions, and Executive Assistant for Advertising. From 2017 to 2019, they were a Production Coordinator to the Chief of Staff at OWN: The Oprah Winfrey Network.

Remington Bennett has pursued a Bachelor of Science degree in Broadcast and Digital Journalism at the S.I. Newhouse School of Public Communications at Syracuse University.

LinkedIn

In this episode

• 1:44 | About Remington. Who is Remington Bennett and what is The Female Quotient all about?
• 2:44 | A clash of workplace values. Gen Z (or Gen Zed according to Lucy) is quickly changing the demographics at work—how do their ideas square with older generations?
• 5:18 | Leaving no one behind. How can the generations work together to accelerate DEI in an evolving workplace?
• 7:42 | Creating belonging cross-generation. Women in each generation share universal experiences that shape them.
• 10:34 | Mentorship works both ways. Regardless of age, professionals both young and old have something to teach each other.
• 11:23 | Misconceptions about Gen Z. How do we “close the gap” of the assumptions and stereotypes older generations may hold of Gen Z?
• 15:13 | Creating a space of safety, inspiration, and productivity. Prioritizing diversity creates a space where many voices have a seat at the table.
• 17:28 | Men as advocates for change. Remington shares a story about bringing together a powerful all-male panel to support gender equity in the workplace.

Favorite moments

• 4:00 | Remington: Now as we’re starting to come back to work, RTO, returning to the office, is top of mind for a lot of leaders. But younger generations are looking at that and saying, well, what’s happening to this workplace flexibility that we were experiencing before during the pandemic, is that now going to be desolate?
• 4:52 | Lucy: The dynamics have changed now… there’s [more of a sense that] we want a different world for this new generation that’s coming in.
• 7:05 | Remington: I think there needs to be more opportunities for mentorship for the two [generations] to come together, because… often there’s no communication between the two.
• 9:17 | Remington: When we connect with each other, let’s look for what’s similar about your life that’s similar about my life. Even though we exist in different times, how can I relate to you in a way that every human can?
• 14:03 | Remington: [On assumptions that Gen Z employees are ‘lazy’] I think it’s all about reframing how we have these conversations… Instead of assuming that they don’t want to do anything, ask questions first and then lead with empathy, lead with emotion, lead with vulnerability—that’s effective for this new generation.
• 15:30 | Victoria: When I think about what that really means [to have a truly inclusive workplace], it comes down to feeling safe, feeling inspired, and wanting to create and be productive and do something in the world.
• 16:13 | Remington: A story is the voices of many, right? And if you only have one type of person telling that story, then to the people reading or watching or looking at that story, they start to feel like their voice doesn’t matter.

Research you can use

• Generation Z, the Future Workforce (Trend Brief)
• 7 Lessons From 4 Generations on Working Together
• Retaining Frontline Retail Talent: Focus on Caregivers, People from Marginalized Racial and Ethnic Groups, and Gen Z

Statistics & References

• Deloitte: Understanding Generation Z in the workplace
• World Economic Forum: Gen Z Demands Diversity and Inclusion in the Workplace
• European Parliament: Next generation or lost generation? Children, young people and the pandemic

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The post Episode 103: What Does Gen Z Want in a Workplace? appeared first on Catalyst.

Enjoy the inaugural episode of Catalyst Spills the Tea, a video YouTube series where we spill the tea on the trend, “lazy girl jobs.” Coined by social media influencer Gabrielle Judge, the notion of “lazy girl jobs” has taken over the discussion on employees looking for better work-life balance.

Gen Z, in particular, is ushering in a new attitude towards work-life balance. No matter the generation, workplace expectations are shifting, with employees everywhere wanting more flexibility. “Lazy Girl jobs” are one example of how employees are taking to the internet to discuss their hacks for better work-life balance.

Coined by social media influencer Gabrielle Judge, the phrase is meant to describe a non-technical job where you have a comfortable salary, a lot of flexibility, and are not overworked. Are “Lazy Girl jobs” just healthy jobs? Does the term have a negative connotation for women? Why did this term cause such an uproar and what does it mean for talent recruiters, workplaces and the future of work?

• Danielle Shelton, Director, Talent Acquisition
• Tara Van Bommel, Senior Director, Statistician
• Host, Mariana Vanin, Director, Global Communications

About Catalyst Spills the Tea

Catalyst Spills the Tea is a video series where we discuss trending topics in workplace culture; gender equity; and diversity, equity and inclusion. We are all about creating equitable workplaces for everyone, so you won’t find people more obsessed with workplace culture more than us. Yes, we love research, but we also love memes, video shorts, pop culture, and debating hot trends just like the rest of you. We decided to bring our watercooler talk and infuse it with a little bit of our research in this video series. Essentially, we’re bringing the research receipts to #worktok. Buckle up!

Wait, what does “spill the tea” mean?

Spilling the tea is slang used to refer to gossip or news, popular on the Internet and social media.

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Transcript

00:00:04:00

Welcome to Catalyst Spills, the tea where we break down and discuss trending topics and diversity, equity and inclusion. Today I’m your host, Marianna Venning, director of Global Communications, and we’re spilling the tea on Lazy Girl jobs.

Tara, as a future of work researcher and Danielle, as a talent professional, what do you think of this trend and why it resonated with so many people, particularly with Gen Z, who talk to the trend quite fiercely on TikTok, where it originated?

00:00:41:26

Sure. Well, we’ll all happen and go first. It’s great to be here today and nice to see you, Danielle and Mariana, to talk about this. You know, I think really important topic. And, you know, I would really start off by saying that this trend is not really a new phenomenon. So two years ago, we called it quiet, quitting.

And in both cases, it reflects really a larger societal shift and pushback against hustle culture. So from the future of work perspective, this really fits under the broader theme of what we would call shifting work and life expectations. So really, after decades of increased productivity alongside wage stagnation and a skyrocketing cost of living, millennials and especially Gen Z are realizing that the notion of the American dream, you know, achieved by hard work in a meritocracy was really just a ruse.

But what we see in our research, regardless of the decade that someone was born, employees of all genders, and we just want greater flexibility. They want to be paid a living wage and they don’t want to sacrifice their well-being to do so.

00:01:50:24

Yep, I totally agree. And you know, when I’m connecting with candidates, one also thank you for having me and Tara. Fantastic. See you. And Marianne, I think true opportunity, you know, when I’m connecting with candidates, whether that’s, you know, for our roles at Catalyst or just in general, people are look at the biggest thing I hear from candidates is that I’m looking for a better work life balance.

00:02:12:03

What about the term, though, Right? The, the use of lazy use of girl to describe the concept, this kind of role, There’s a negative connotation. There’s a gendered component. Why? And what, if anything, does that signal? What’s the message that it sends?

00:02:35:18

The phrase itself suggests that women who want flexible work do not have the same career ambitions as men, and even worse, it equates them with children. You know, what I really like to think about is what do we call this role?

If it were a man seeking this position or a father, would we label him as a lazy boy? Would we recommend him or would we commend him for being a supportive caretaker?

00:03:01:05

Again, I think the the word choice that she used probably wasn’t the best. But I do love the fact that, you know, she was talking about, again, work life balance roles that you can have flexible work, flexible hours, but that still doesn’t mean that your job is easy. Another you know, I saw in the comment section like we were like, yeah, those jobs I have those jobs.

They aren’t easy. They are mentally draining that mentally draining still can take up, I mean, your mental capacity and then carry over into your work life balance. So again, I think word choice could have been a bit difference in the sense and I don’t think there is any job that is easier than the other.

00:03:42:25

And one thing that really stuck out to me when I watched the original video was she talked about how, you know, there’s so many jobs out there, you can just go get them and you could have this job and then you could be a mom and it would be so easy.

And that just really struck a chord with me because it is so just misguided in terms of like what what work is like and what it’s like to be a caretaker. There is no job out there where you can work and take care of children at the same time. Now, flexible work that allows you to do your work around your caregiving.

00:04:16:14

But to say that you could do both at the same time I thought was really problematic. And I have to say that I couldn’t help but wonder how many moms are out there watching, just thinking, you know, has she ever had a job and try to take care of a child before? Because those are full time things, that one does not happen at the same time as the other.

00:04:34:16

And really be able to frame your work centered around your life, right?

Not your life centered around your work, I think is really important, but it’s I think it’s hard to do that if you are unsure about how your work works. Right. And what those hours look like and whether they have flexible work and how they support caregivers and other people and their different lifestyles. So I think that’s another thing that when I was looking up some research behind this, there are quite a few companies and larger companies that are really defining what works and how they work as a work, which I think is really important for then people to really plan on how they want to live their life, which includes work.

00:05:14:02

So thank you both again, so, so much. This was such an enlightening conversation, and I’m sure our audience will feel the same. Thanks again.

00:05:26:05

Thank you. Thanks.

The post Video: Catalyst Spills the Tea on Lazy Girl Jobs appeared first on Catalyst.