Today, discussions around equality in the workplace are more prominent than ever. In Malta, labour market participation has increased significantly, with employment rates reaching around 80% of the working-age population, including approximately 85.3% of men and 73.2% of women (National Statistics Office Malta, 2025). This reflects a context in which both men and women are highly active in employment. Yet, despite these advances, one underlying model continues to shape expectations in subtle but powerful ways: the concept of the “ideal worker.”

Although rarely written into formal policies, the “ideal worker” model continues to influence how employers evaluate commitment, performance, and potential. It typically refers to an employee who is fully and consistently available for work, someone who can commit to long hours, travel when required, avoid extended career breaks, and prioritise work above all other responsibilities. Crucially, this model assumes that the individual has little to no responsibility for caregiving.

Historically, this expectation developed within a social structure where men were the primary breadwinners, while women were responsible for the home and family. As a result, the “ideal worker” has traditionally been based on a male norm, one that does not account for the realities of caregiving and unpaid domestic work.

In practice, this meant that many men could dedicate themselves fully to their professional roles, while essential but unpaid tasks, such as childcare, household management, and family coordination, were largely carried out by women. Although fundamental to the functioning of families and society, this work has historically remained undervalued compared to paid employment.

Over time, this dynamic has shifted, but not entirely. Women have made significant gains in education and are increasingly present in professional and high-skilled occupations. However, the distribution of responsibilities within the home has not changed at the same pace. Women continue to take on a disproportionate share of caregiving and domestic work, creating a dual burden that shapes both career choices and progression.

This imbalance begins to influence decisions early in life. Many women anticipate the need to balance work with future caregiving responsibilities and may therefore select career paths that offer greater flexibility, such as education or healthcare. While these sectors are essential, they are often characterised by lower pay and fewer leadership opportunities, reinforcing long-term inequalities.

Women who enter more competitive sectors, such as finance, corporate management, or professional services, often encounter expectations closely aligned with the “ideal worker” model. These roles frequently demand constant availability and uninterrupted career trajectories. In practice, meeting these expectations can be challenging without strong institutional support and a more equal distribution of responsibilities at home.

This tension highlights a key structural issue: while labour market participation has increased, workplace expectations have not adapted at the same pace. The persistence of the “ideal worker” model means that employees with caregiving responsibilities, most often women, continue to face disadvantages in career progression.

At policy level, Malta has introduced a range of family-friendly measures aimed at supporting work-life balance. These include parental leave, reduced working hours, flexible working arrangements, and remote work provisions. Such measures represent important progress and demonstrate a growing recognition of the need to accommodate employees’ family responsibilities.

However, the availability of these measures does not automatically translate into equal use or equal outcomes. Evidence shows that flexible working arrangements and reduced hours are still more commonly taken up by women, particularly mothers. As a result, the career and financial consequences associated with these arrangements, such as slower progression and lower lifetime earnings, continue to fall disproportionately on them.

Addressing this imbalance requires a shift not only in policy but also in practice. Organisations need to ensure that family-friendly measures are applied consistently and without stigma. This includes establishing clear guidelines for access, reducing reliance on managerial discretion, and ensuring that employees are not penalised for making use of such arrangements.

At the same time, greater emphasis must be placed on encouraging men to take up these measures. When caregiving responsibilities are more equally shared, the pressure on women is reduced, and the impact on career progression becomes more balanced. Promoting the uptake of parental leave by fathers and normalising flexible working for all employees are key steps in this direction.

Employers also play a central role in reshaping workplace expectations. Moving away from the “ideal worker” model requires a shift towards evaluating performance based on outcomes rather than physical presence or constant availability. Training and awareness initiatives can support managers in recognising and addressing unconscious biases that may influence decisions about promotion and progression.

Ultimately, the concept of the “ideal worker” needs to be re-examined in light of contemporary realities. In a context where both men and women are active participants in the labour market, it is no longer realistic to assume that employees can operate without caregiving responsibilities.

Building more inclusive workplaces requires aligning policy, organisational practice, and cultural expectations. Without this alignment, existing measures risk reinforcing rather than reducing inequality.

Creating this balance is not only a matter of fairness but also of effectiveness. Workplaces that recognise and accommodate the realities of employees’ lives are more likely to retain talent, improve productivity, and support long-term career development. Moving beyond outdated models of work is therefore essential for both organisational success and social progress.

Author: Vania Agius Tabone.