CONTRIBUTORS
Caroline Wainaina
Research Officer
“When a flower doesn’t bloom, you fix the environment in which it grows, not the flower.”
~Alexander Den Heijer
It is 6.30 am when the sun pierces through the curtains to usher in another working day. I am reluctant to leave the bed because I had just slept for 4 hours after getting my child to sleep and finalizing the budget. I drag my body out of bed and sit at the edge of the bed, thinking about my schedule. My eyes are tired and swollen due to a lack of sleep. I am happy I do not have to go to the office, as my body is aching for another hour of sleep. The time I would have spent in traffic on my way to the office is enough for me to catch up and get more sleep.
This scenario depicts what happens to most mothers with young children who work remotely from home. This blog will aim to show the effect of mothers’ working remotely on their mental well-being and recommend strategic maternal mental health support.
Origin of remote working
The 20th Century saw increased urbanization—cities became too congested, and commuting became difficult and expensive. The increased use of motorized transportation led to concerns about the impact of fossil fuels on the environment. In the 1990s, Western governments, like the USA, adopted flexible working conditions, leading to the rise of telecommuting as an alternative to working in the office. The penetration of the Internet across the globe has made remote working more affordable and effective, making it more attractive for organizations.
COVID-19 and remote working
The COVID-19 pandemic ushered in a period of great upheaval and uncertainty. With the spreading virus, social distance became paramount. To keep functioning, many organizations across the globe were forced to move their operations from physical and in-person activities to remote- working.
Despite the teething problems of teleworking, many people and institutions continued to implement a hybrid mode of operations even after the pandemic restrictions were lifted.
Many women who gave birth during the three years of the pandemic have a different perspective on the early years of motherhood compared to those who gave birth before the pandemic. First, due to remote work, more women are physically present to care for their children. Working mothers often have to cease exclusive breastfeeding in preparation for their return to work after their maternity leave ends. Teleworking offers mothers more flexibility and increases the likelihood of exclusive breastfeeding for the baby’s first six months. This allows for bonding between mother and child(improves the babies’ health and development).
This, too, has a positive effect on mothers’ well-being, with more women now being able to control their schedules, rest, and work when possible. Being available to handle multiple responsibilities simultaneously has also led to better coping mechanisms, especially during personal emergencies like when a child falls sick.
What has not worked: The triggers to stress
This has not been without its challenges. The constant demands on one’s time and attention owing to work pressure and the responsibilities of a caregiver can lead to depression and other common mental disorders such as anxiety and psychosis. Some of the triggers include:
- Social isolation which denies women the physical and social support they need. Physical contact remains a significant component of social connectedness.
- The blurred lines between home and the workplace. Once a safe space and a place of rest, the home has been turned into an office, making it harder for many women to distinguish between the roles of mother and worker.
- The demanding work environment and deadlines lead many women to work beyond working hours to meet deadlines amidst their caregiving demands.
- In many societies, gender norms stipulate that women are the primary caregivers of children. Thus, their prerogative is to be present and provide sufficient time to care for their children. For such a woman, the need to balance the caregiver role and meet the expectations at work leaves her at a breaking point.
What should then be done to support working mothers?
- Self-care
WHO defines self-care as the ability of individuals, families, and communities to promote health, prevent disease, maintain health, and cope with illness and disability with or without the support of a health worker. It also defines mental health as “a state of mental well-being that enables people to cope with the stresses of life, realize their abilities, learn well and work well, and contribute to their community.” A woman needs to cope with life’s stresses to realize her potential and be productive. Unmanaged stress can increase the risk of common mental disorders such as depression, anxiety, and psychosis. 
2. Home environment
Spousal and social support are protective factors against maternal depression. Fathers’ involvement in caregiving and physical and emotional support alleviates maternal mental stress. Fathers’ participation also benefits the growth and development of younger children. Male involvement in providing social support is critical to ensure women find the balance between meeting their objectives at work and home. Understanding how to support women navigating motherhood challenges will be instrumental in achieving good maternal well-being and a healthier workforce.
3. Work environment
The standard 8 a.m. to 5 p.m. schedule might not work for pregnant women and those with young children, especially those (mothers/children) with special needs. The work program needs to be contextualized to support women in meeting their caregiver responsibilities and thriving at work.
Incorporating a systems-thinking approach is another way to support mental health in the workplace. This would encompass:
- A positive organizational culture that supports women’s and overall staff mental health, for example, by building mental health into the organization’s human capital strategy, governance, and corporate communications and materials.
- Opportunities to mentally recharge, such as quiet/resting rooms, promoting effective use of breaks and time off; infrastructure that supports healthy behaviors and self-care, including fitness facilities and opportunities for social connectedness and inclusion through social gatherings and employee support groups.
- Leadership training on mental health awareness, sensitivity, and employee support; development of protocols to respond to workplace violence/assault and suicides; and crisis management. Use supportive supervision techniques managing work-related factors that can affect mental health, such as autonomy/control, monitoring overwork, and setting clear performance expectations.