The combination of work and care in SMEs in the Dutch energy sector

Summary & recommendations

Reference	Master Thesis
Date	August 2024
Authors	Lianne Nijland
Supervisors	Dr. Mariëlle Feenstra, 75inQ Prof. Mara Yerkes, Universiteit Utrecht

Introduction

Despite the ongoing increase in women’s labor market participation in the Netherlands in recent years (1), labor market gender segregation continues. The energy sector is an example of this, characterized by an over-representation of men. As of 2022, only 18% of workers in the energy sector were female (2). This is a problem because a successful energy transition requires a diversity of perspectives and skills, and significant labor shortages (3). However, women are not sufficiently attracted to the energy sector.

The combination of work and care also plays an important role in the challenge of underrepresentation of women (4). This challenge is becoming increasingly relevant due to the aging of the population and the increasing pressure on the Dutch healthcare system (5). In male sectors, such as the energy sector, the question of how to combine work and care is even more urgent, as these sectors may have less experience in facilitating such combinations.

This research focuses specifically on small and medium-sized enterprises (SMEs) in the Dutch energy sector. Although there are many studies on work-life balance, little research has been done on this topic in the context of SMEs (6). This thesis therefore examines how managers in SMEs perceive and approach the combination of work and care within their organizations, and contributes to a better understanding of the challenges and opportunities to create a more inclusive and supportive working environment in the energy sector.

Research Findings

Five main themes emerged from the interviews with SMEs in the energy sector: perceptions of work and care, challenges in combining work and care, their influence on work performance and staff retention, possible positive aspects of work and care support, and the importance of leadership and organizational culture.

Perceptions of work and care in SMEs within the energy sector

Most interviewees indicated that work and care do not require special attention. It was noted that the lack of specific attention to work and care may be linked to gender dynamics within the sector. One participant noted that in the masculine culture of the energy sector, there is often a reluctance among women to share personal care details, although men in the same organizations are less reluctant (p.05).

Although there are no formal policies, the interviews revealed a general concern for employee well-being, which often implicitly includes work and care. Work and care are not considered separate themes, but are often part of a broader framework of inclusivity and employee participation.

The importance of an open and transparent organizational culture, in which employees can discuss their problems if they need support, was often mentioned. This was often linked to informal communication in smaller companies. In a small company, people quickly notice when something is wrong (p.04). Although many respondents saw the informal approach as an advantage, some indicated that their small size hindered their ability to develop formal policies (p.01). Some appreciated the flexibility of ad hoc policymaking, while also noting that the lack of formal policies can mean that needs are addressed too late (p.07).

Challenges in combining work and care in SMEs within the energy sector

Most interviewees indicated that work and care do not pose any problems within their organization. However, some participants shared specific challenges. For example, one participant described a colleague in another company who had quit her job due to insufficient support for her caregiving responsibilities (p.11).

Another participant noted that some women in tech choose not to have children to avoid the difficulties of balancing work and care.

Concerns about the negative consequences of work and care facilitation were also expressed, such as the impact on the rest of the team (p.10). One participant pointed out tensions due to the small size of teams in SMEs, which makes accommodating work and care difficult (p.11).

For SMEs in the energy sector with a production function, flexibility in work and care is more difficult due to the need for teamwork and strict schedules (p.02). Furthermore, some participants indicated that education level or job level influences the degree of flexibility. For example, people with higher education often have more freedom to organize their hours (p.04). This is especially true in manufacturing jobs, where those who can do more often progress to office roles with more flexibility (p.02).

Impact on work performance and employee retention for SMEs in the energy sector

Many interviewees expressed concerns about the possible impact of combining work and care on work performance. One participant noted that employees can feel judged if they share too many personal details, which can affect their assessment results (p.11).

On the other hand, it was suggested that providing support can lead to better performance and retention. One participant indicated that flexible support is necessary because its absence can lead to the loss of valuable employees (p.10).

Flexibility can sometimes be dependent on job performance, with better performers being able to expect more flexibility. It was also noted that facilitating work and care may increase performance pressure.

In addition, it was discussed that there are financial concerns about possible abuse of supporting policies and the need to align employee care with business interests. One participant (p.02) pointed out the tension between caring for employees and maintaining business efficiency, with the risk that well-intentioned support can be exploited.

Positive aspects of facilitating work and care for SMEs in the energy sector

Despite the challenges, several positive aspects of facilitating work and care were highlighted by participants. One participant noted that support can lead to better performance and retention. Avoiding burnout and employee turnover through support can save costs in the long term by having to recruit and train fewer new employees (p.10).

In addition, it was noted that supporting work and care can promote long-term financial independence and set a positive example for future generations. In a tight labor market, accommodating work and care can be an attractive feature for potential employees (p.09).

Leadership and organizational culture:

Many interviews showed that leadership is crucial for the integration of work and care. The example that leaders set plays an important role in how employees feel supported. The generational and gender composition of leadership also influence attitudes towards work and care (p.04).

Diverse leadership can help coordinate work and care, especially for employees who have experienced these challenges themselves (p.03, p.11). Men also experience problems in combining work and care (p.07).

The organizational culture, including humor, also appears to influence inclusivity and the working environment (p.01). The emphasis is often on flexibility and informal support, with leadership playing an important role in promoting a supportive culture.

Recommendations

1. Increased awareness: SMEs in the energy sector often have insufficient awareness of work-care combinations. Fostering a culture that values ​​and supports work-life balance can be cost-effective (5, 11, 23).
2. Share best practices and adapt solutions: Variations between SMEs require a tailor-made approach. Sharing best practices can be valuable to learn from each other’s experiences and refine solutions based on specific contexts. This promotes collective improvement of strategies and policies (24).
3. Expand the role of managers and create a supportive culture: Managerial awareness and a supportive work culture are crucial for the combination of work and care. While many SMEs prioritize open communication, explicit addressing of work-care issues is often lacking, leading to ad-hoc solutions rather than systematic approaches (11).

The transition to renewable energy and the lack of gender diversity in the energy sector highlight the need for a more refined understanding of the challenges of work-life balance, especially in SMEs. The study shows that SMEs often fail to implement formal policies, especially where production roles make flexible working arrangements difficult. Despite the theoretical emphasis on explicit policies and awareness, work-care issues are often considered implicit in general human resources policies. Closing this gap requires a comprehensive approach, including increased management awareness and an inclusive organizational culture. This can help SMEs better support their employees, promote gender diversity and contribute to a more innovative and fairer energy sector.

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