By WOI+ Editorial Team
What if the rules of workplace engagement could bend to better fit life’s realities? For working parents, they already are.
In the face of packed schedules and caregiving responsibilities, parents are rewriting workplace norms. These shifts aren’t about retreating from connection, but about reimagining it—finding ways to maintain professional excellence while prioritizing what matters most at home.
Recent research by Vanessa M. Conzon and Ruthanne Huising, published in Harvard Business Review, sheds light on these adaptive strategies. Their study of professionals with young children reveals how parents manage workplace interactions to create space for caregiving, a critical and often underappreciated task.
Strategic Adaptation in Action
Parents in the study employed what the researchers termed “interaction practices.” These are deliberate approaches designed to streamline their days:
- Prioritizing focus. Meetings are kept on track with clear agendas, limiting time for tangents.
- Selective engagement. Social lunches and informal chats are sometimes set aside for deep work and family priorities.
- Structuring connections. Back-to-back meetings are planned to minimize idle time and maximize efficiency.
Far from signalling disengagement, these practices highlight the ingenuity and resilience of caregiving professionals. They’re finding ways to meet the demands of their roles—at work and at home—without compromising their values or responsibilities.
A Balanced View of Workplace Belonging
While these strategies are effective, they invite a broader question: how do we define connection at work?
For many parents, traditional markers of workplace belonging—frequent social events, impromptu conversations — may not fit their reality. But this doesn’t mean relationships are being abandoned. Instead, they’re being redefined.
Some parents in the study reported building fewer, but deeper, connections with select colleagues. Others found value in formal mentorship or structured professional networks, which provided support without requiring time-intensive socializing.
This shift challenges organizations to think differently about connection. Belonging isn’t one-size-fits-all — it’s about creating spaces where diverse needs and priorities are respected and supported.
The Opportunity for Managers and Teams
The reimagining of workplace relationships isn’t a problem to solve—it’s an opportunity to innovate. Leaders and organizations can take meaningful steps to ensure that parents feel valued, supported, and included, no matter how they choose to engage.
- Embrace flexibility. Focus on outcomes, not hours. Recognize that professional success can look different for employees with caregiving responsibilities.
- Build intentional connection points. Programs like formal mentorship or team check-ins create opportunities for relationships to flourish without overloading busy schedules.
- Redefine workplace culture. Move beyond after-hours social events as the default for team bonding. Inclusive cultures value all forms of participation.
For parents, the message is equally clear: it’s possible to foster meaningful workplace relationships, even with time constraints. Scheduled one-on-one check-ins or monthly group lunches can help maintain a sense of connection without overwhelming already full plates.
A More Inclusive Future of Work
This evolving dynamic isn’t just a reflection of parents’ ingenuity — it’s a glimpse into the future of work. The ability to adapt, prioritize, and redefine engagement is becoming an essential skill in modern workplaces.
Organizations that embrace these changes will not only support parents but also create environments where everyone can thrive. And as parents navigate the dual demands of work and caregiving, their strategies are paving the way for a more inclusive, human-centered workplace.
The takeaway? Connection isn’t lost — it’s evolving. And with thoughtful approaches from both individuals and organizations, we can ensure that the future of work is one where everyone belongs.
*This article draws on findings from Vanessa M. Conzon and Ruthanne Huising’s research, originally published in the January 2025 issue of Harvard Business Review.