What women actually want from the future of work (Hint: It's not ping-pong tables)

As someone who has worked at many start-ups over the past 15 years, I have seen dozens of different perks and benefits offered. They range from endless in-office snacks and shuffleboard tables to fully paid healthcare and half-day Fridays every week. While there are fans of each of these benefits, many were tailored to and favored by specific groups within the company.

As International Women's Day approaches, I have been reflecting on what women are truly seeking from the future of work. Early in my career, an office with ping pong and shuffleboard tables felt energizing and aligned with that stage of my life. Today, those kinds of perks would do little to support the realities and responsibilities that I, and many women, navigate.

So what do women want?

1) True Flexibility

When it comes to caregiving, women are often the default caregivers, both for children and for aging or sick relatives. While that dynamic is shifting, the majority of caregiving labor still falls on women. Because of this, flexible work schedules and commute options are not just nice to have. They are essential.

Remote work without judgment. Employees should be able to work remotely when needed without excessive justification. This enables women, and really all employees, to attend medical appointments, care for a sick child, manage school pick up and drop off, or respond to unexpected caregiving demands without fear of professional consequences.

Flexible working hours without penalty. Even in fully in-office environments, giving employees autonomy over when they complete their work can make a meaningful difference. Performance should be measured by outcomes, not by strict adherence to standard working hours.

Flexibility that recognizes all forms of responsibility. Not all women are mothers, yet many carry significant responsibilities outside of work, including eldercare, community leadership, continuing education, health management, or personal wellbeing. True flexibility should not be limited to parents, and non-parents should not be implicitly expected to absorb additional workload because they do not have children.

Flexibility is not a concession. It is an equitable framework that acknowledges employees have full lives beyond their roles.

2) Comprehensive Parental Support Before and After Birth

Women are looking for more than paid parental leave, which should be table stakes. We are looking for systems that recognize pregnancy and early parenthood as a normal part of a career trajectory.

Fully paid parental leave. Six to eight weeks of leave for mothers is insufficient and does not align with medical or developmental realities. A minimum of four months of fully paid leave for all parents should be the baseline, not the exception. And leave should be gender inclusive, which will help reduce the career penalties that disproportionately affect women.

Phased return to work programs. The transition back to work after parental leave can be difficult and disorienting. A condensed schedule or part-time return for the first month can help parents re-establish routines and recalibrate. When I returned from maternity leave, I was able to come back part-time for the first month, and it significantly eased my transition.

Fertility treatment and miscarriage leave. Women do not just need leave after they have a baby. Those undergoing fertility treatments or experiencing miscarriage need time to rest and recover. When these policies are explicit, employees are not forced to choose between privacy and professional stability.

Childcare support. Childcare in the United States is extremely expensive and often consumes a substantial portion of household income. Subsidies, stipends, or on-site daycare options demonstrate that companies are invested in long term retention and in supporting employees' full lives, not just the hours they spend in the office.

3) Pay Equity and Transparency

One of the biggest discrepancies between men and women in the workplace is still pay. In 2024, women earned an average of 85 percent of what men earned.

Companies need to provide the infrastructure to eliminate these gaps.

Salary transparency bands. Compensation should not depend on negotiation tactics, which often favor men. Clearly defined salary bands for each role create consistency and reduce bias in hiring and promotion decisions. Transparency builds trust with current and future employees.

Regular pay equity audits. The pay gap may not always be intentional, but without reviewing compensation regularly, disparities widen over time. Annual audits help identify gaps and ensure accountability.

Structured career pathways. Advancement should not depend on visibility, hours worked, or informal relationships. Clear criteria for promotion, defined competencies for each level, and documented evaluation processes help ensure opportunities are distributed equitably.

Pay equity is not a women's issue. It is a leadership responsibility.

4) Health and Wellbeing Policies

For women, wellbeing policies must reflect the realities of our bodies.

Comprehensive healthcare coverage. This includes reproductive care, prenatal and postnatal services, fertility treatments, and preventive screenings. These are core components of women's health.

Mental health days without stigma. Normalizing mental health days and ensuring leaders model their use helps create a culture that avoids burnout.

Menopause and female health support. As more women remain in the workforce into their forties and fifties, employers must recognize menopause as a legitimate workplace consideration. Flexible scheduling, healthcare coverage, and manager education can make a meaningful difference. Women are often expected to perform at the same level while navigating significant physical transitions. Workplace policies should acknowledge that reality.

Flexible and healthy commuting options. For companies operating in person or hybrid environments, commuting is part of the work experience. Paid transit passes, parking subsidies, or support for active commuting, such as e-bikes, can make healthier, more sustainable choices more accessible. These options signal that concern for employee well-being extends beyond office walls.

5) Representation in Decision Making

Women want to see themselves not only supported within organizations, but also shaping them.

Women in executive and board roles. Representation at the top influences strategy, culture, and resource allocation. When women are present in leadership roles, conversations around pay equity, parental support, and healthcare coverage are informed by lived experience.

Measurable diversity goals with accountability. Good intentions are not enough. Companies should set clear, time-bound diversity targets and track progress across all levels, including promotion and retention. Accountability should extend to leadership performance metrics.

At their core, these are not "women's issues." They are human issues. Fair pay, work flexibility, caregiving support, comprehensive healthcare access, and representation benefit everyone. Historically, workplace systems have been designed by and for men. As a result, issues that primarily affect women have not been prioritized. Women are looking for equal partnership in the workplace, but we cannot get there without support from men. When men in positions of power actively advocate for these changes, they strengthen the workforce as a whole. The future of work will only improve when systems are designed to benefit all gender identities.