The Impact Of Remote Work On Women’s Career Advancement

When the world shifted to remote work during the pandemic, it sparked a radical change in how we view productivity, flexibility, and work-life balance.

But five years later, the story of remote work and women’s career advancement is more complex. So, what does the data say? And how can women and their employers leverage remote work to create lasting, equitable career advancement?

Remote work has been a lifeline for many women, offering them a way to stay in the workforce while managing care work that disproportionately falls on their shoulders. According to a Forbes article, remote work has “protected” many women from the churn of job loss, particularly during times of crisis.

“From increased participation in the labor market to flexible childcare options, flexible work arrangements have been seen as a large win for working women,” author Maria Santillana writes. 

Similarly, Nobel Laureate Claudia Goldin reports for UBS’s Nobel Perspectives that, “We learned we can do handshakes remotely, we can write contracts remotely, and that you don’t have to actually go.”

This is especially beneficial for women of color, women with disabilities, and others who may not have always felt included in traditional office settings. Remote work, in its best form, can allow merit-based recognition and access to more flexible roles, especially in tech, marketing, and consulting. 

But remote work isn’t a guaranteed win for women’s career advancement.

A 2024 Harvard Business Review article by Natalia Emanuel, Emma Harrington, and Amanda Pallais states that, “Our research suggests that whether or not remote work is more costly or more beneficial for women likely depends on one’s career stage. For junior workers, working remotely can impair on-the-job training. For senior workers, working remotely can boost output. Senior women produce more work when they have less need to give feedback to junior colleagues.” 

“Women who work remotely can end up earning less and enjoying less visibility within the company than male counterparts who spend most of their time at the office,” said Isabel Villamor, assistant professor of managing people in organizations at IESE Business School, in a World Economic Forum report. “Having more flexibility might encourage women to pursue better positions even if their circumstances change; if, for example, they have children. There can be less gender stereotyping in remote work, which allows women to find their voice in the team.”

In a recent LinkedIn Pulse piece, Innovation and Digital Transformation leader Alparna Kumar notes that, “As remote work becomes a permanent fixture in many organisations, creating a system that supports women at every stage of their careers is critical. The impact of remote work on women is not fixed—it depends on the management practices and reward systems in place.” 

So, how can organizations ensure remote work doesn’t replicate the same systemic issues that have long stunted women’s advancement? As Dr. Gleb Tsipursky, a cognitive neuroscientist and behavioral economist, wrote in Psychology Today, “Remote work is an essential tool that companies should consider using to create a more inclusive and productive workforce. With the right policies and support, remote work can help reduce gender bias, improve work-life balance, and combat cognitive biases that can lead to misconceptions about remote work.”

Remote work can offer space, time, and autonomy, but only if employers commit to redesigning workplace norms. If we want a future of work that truly supports women of all different backgrounds, we must build systems that see them and set them up to lead.