[K-Women Talk] Care Needed to Overcome the Three Crises in Women's Working Life

There are three critical periods in life when care is needed. These turning points are infancy, when full parental care is required; puberty, when raging hormones need to be released; and menopause, when both body and mind need support. Similarly, there are three crises awaiting in working life, especially for women, and the care given during these times is crucial enough to shape a lifetime.

The first crisis is the rookie period. No matter how competent a newcomer is, the workplace is unfamiliar. The tasks, people, and environment are all new, making them no different from a newborn who cries incessantly after entering the world for the first time. What kind of care does a newcomer need? A proven onboarding system and a workload appropriate to their level. One reason why turnover rates are low in large corporations is not only due to salary and working conditions but also because there is a process that helps newcomers land smoothly. They guide new employees through company life for about a month at the training center and create opportunities for them to bond with peers and seniors. On the work floor, mentors are available to answer even trivial questions like how to send emails or take the shuttle bus. This gently connects the transition from student to employee.

The problem lies with small and medium-sized enterprises (SMEs) that have urgent tasks to handle immediately and limited training budgets. Often, the adaptation and training of newcomers fall entirely on team members and team leaders rather than the company system. Have you ever seen a meme about an MZ generation (Millennials + Generation Z) employee who was told, "Just do this and that," on their first day and ended up packing their bags that same day? Although it mocks the impatient MZ generation, it actually shows how smart this generation is. They probably thought, "The company is this desperate. Running away is the best option." Would the situation have been different if they had been given even just one week to understand the company as a whole and adapt?

Some SMEs reportedly have a "newcomer protection period." During this time, newcomers are only given workloads they can handle, are not assigned menial tasks like buying snacks, and seniors take turns buying delicious meals for them. It is also part of the team leader’s role to tactfully check whether the mentor is being too strict. If the company lacks a system, why not provide such an adaptation period?

The second crisis is the birth of the first child. It is said that the caregiver should not change until the child is three years old, and since children are shy of strangers, it is not easy to leave them daily. Babysitter costs are also considerable, making it seem more economical to stay at home when comparing salary and expenses.

To overcome this crisis, all available resources must be fully mobilized. If parents are available to help, one should boldly move without worrying about housing conditions or financial pros and cons to receive their support. If it can be managed financially, one should willingly pay for help. Prioritize only work and childcare, and decisively cut out everything else. At work, basic accommodations such as exemption from company dinners and overtime are necessary for working moms going through this period.

The third crisis occurs before the child starts school or when the second child is born. Surprisingly, many endure well until the first child’s birth but face a turning point around ten years into their career. At this time, they hold senior or deputy positions with the most responsibilities and are expected to play important roles in the company. However, due to childcare, they fall behind male colleagues and feel uneasy even compared to single juniors.

There are two ways to get through this period. One is to hire a live-in helper who can outsource most childcare and actively meet the company’s demands. The other is to lower one’s pride, transfer to a less demanding department, and live with the resolve to "do just one person’s share." The company should also take appropriate measures such as department assignments. Either way is fine. Active "care" is necessary to overcome this crisis.

Lee Sook-eun, Publisher of 'The Backbone of Employment'