Blog 1_Culture of Care: Respecting Parenthood and Family Support in Organizational Life
This blog describes how an inclusive
workplace culture is demonstrated through its treatment of pregnant women and
parents utilizing maternity and paternity leave, respectively. This analysis
employs Schein’s Organizational Culture Model, Attraction–Selection–Attrition
(ASA) Theory, and Organizational Socialization Stages to examine how implicit
beliefs influence the efficacy of family friendly policies. Utilizing actual
cases from PwC UK’s parental inclusion strategy and Goldman Sachs’ gender and
paternity discrimination litigations, the discourse demonstrates that
organizational culture, rather than legislation, dictates employees'
experiences of empathy, equality, and belonging.
Introduction
Family support policies are
frequently highlighted in company reports, yet many businesses still view
pregnancy and children as impediments to productivity. In such cases, written
policy becomes a veneer, revealing the true culture through day-to-day
administrative decisions and attitudes. The issue is not only about legal
compliance; it is also about what an organisation's culture actually values.
Two high-profile examples demonstrate this disparity. PwC UK implemented an
industry-leading "Family Friendly Future" policy, while Goldman Sachs
faced lawsuits and tribunal findings that revealed gaps between its stated
ideals and lived culture. Examining these using Schein's, ASA, and
socialization theories illustrates how a culture of caring must go beyond
documentation to become ingrained in an organization's DNA.
Theoretical Framework
1. Schein’s Organizational Culture Modal
Three cultural layers are described
by Schein (2021), Espoused Values which is stated intents , Artefacts which are visible
components including policies, facilities, and communication, and Underlying
Assumptions which represent deep beliefs. All three levels were in alignment at PwC, which
provided flexible return-to-work plans, 26 weeks of paid leave for both
parents, and leadership messaging that accepted motherhood as a regular part of
working life (PwC, 2023). In contrast, Goldman Sachs showed how cultural
dissonance litigation in 2023 and 2024 showed that fathers and mothers were
punished after taking time off, despite public equality promises (Reuters,
2023; Fortune, 2024).
2. Attraction–Selection–Attrition (ASA) Theory
ASA Theory (Schneider et al., 2021) posits that
organizations attract and retain individuals who fit their dominant culture. At
PwC, empathetic leaders who valued balance thrived in a supportive culture. In
contrast, Goldman Sachs’ high pressure environment attracted those valuing
presenteeism, driving out employees who needed flexibility. Over time, ASA
reinforced either a care-based or care deficit culture depending on leadership
behavior.
3. Organizational Socialization Model
Van Maanen and Schein (2020) suggest
that socialization occurs in three stages, pre-employment expectations,
encounter reality, and insider adaptation. At PwC, parental coaching and
mentorship increased trust, whereas at Goldman Sachs, employees returning from
maternity or paternity leave experienced bias that defied inclusive
expectations (Reuters, 2022). Such conflicts undermine socialization and drive
talented parents to quit.
When Care Becomes Culture
At PwC, culture translates values into actions. Empathy and flexibility become leadership competencies as part of the company's Family Friendly Future policy. Fathers were given equal paid leave, and pregnant employees were helped with specific reintegration programs. This alignment improved retention and brand trust (Deloitte, 2024). However, Goldman Sachs showed how underlying assumptions can undercut official policies. Lawsuits in 2023 and a 2024 tribunal verdict indicated that parents were demoted or excluded following leave (Fortune, 2024). Schein's framework separated artifacts which is policy and stated values which represents the equality from assumptions.
Maternity, pregnancy, and paternity leave must be recognized as important expressions of organizational culture. In a company that truly values inclusion, these life events are viewed as shared achievements rather than interruptions. According to Schein's concept, respecting leave periods, providing flexibility, and assuring job stability represent empathy and trust as essential cultural markers. Organizations promote that care and career can coexist by providing equal assistance for both mothers and fathers.
.
Reframing Organizational Care
To evolve from policy compliance to genuine inclusion,
organizations must synchronize artefacts, espoused values, and underlying
assumptions. Empathy must be embedded in leadership practice, performance
systems, and onboarding. When maternity, pregnancy, and paternity leave are
honored as human rights rather than inconveniences, culture transforms from
rigid policy to lived value.
HR and Leadership Actions to Change Culture
- Leadership Empathy Training – Train managers to discuss pregnancy and parental needs openly and without stigma.
- Flexible Resourcing – Reassign workloads fairly for expecting or caregiving employees.
- Inclusive Socialization – Pair new or returning parents with mentors to aid reintegration.
- Family Inclusion Metrics – Monitor retention and satisfaction post-leave.
- Cultural Audits – Evaluate whether organizational assumptions align with stated care values.
Conclusion
A true culture of care cannot be legislated it must be lived. Comparing PwC and Goldman Sachs shows how success in inclusion depends on aligning artefacts, values, and assumptions. Through Schein’s, ASA, and Socialization lenses, empathy emerges as both a leadership skill and a strategic necessity. When maternity, pregnancy, and paternity leave are genuinely respected, employees experience belonging, loyalty, and motivation transforming inclusion into a competitive advantage.
Reference
CIPD (2023)
Flexible working and family support in hybrid workplaces. [Online]. Available
at: https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/family-support-report
Accessed on 25th October 2025.
Deloitte (2024)
2024 Global Human Capital Trends: Thriving Beyond Boundaries – Human
Performance in a Boundaryless World. [Online]. Available at: https://www2.deloitte.com/content/dam/Deloitte/ca/Documents/ca-2024-global-human-capital-trends-en-AODA.pdf
Accessed on 25th October 2025.
Edmondson,
A. (2023) The right kind of wrong: The science of failing well. Harvard
Business Review Press.
Fortune
(2024) ‘Goldman Sachs unfairly dismissed an employee during paternity leave,
tribunal finds’. [Online]. Available at: https://fortune.com/2024/12/11/goldman-sachs-sex-discrimination-male-paternity-leave-tribunal/
Accessed on 25th October 2025.
PwC (2023)
Family Friendly Future Policy Report. PwC UK. [Online]. Available at: https://www.pwc.co.uk/about-us/parents-at-work/family-friendly-future.html
Accessed on 25th October 2025.
Reuters
(2022) ‘Goldman Sachs long-running gender bias lawsuit set for 2023 trial’.
[Online]. Available at: https://www.reuters.com/legal/goldman-sachs-long-running-gender-bias-lawsuit-set-june-2023-trial-2022-08-22/
Accessed on 25th October 2025.
Reuters
(2023) ‘Goldman Sachs to pay $215 million to end gender bias lawsuit’.
[Online]. Available at: https://www.reuters.com/business/goldman-pay-215-million-settle-gender-discrimination-lawsuit-2023-05-09/
Accessed on 25th October 2025.
Schein, E.H.
& Schein, P. (2021) Organizational culture and leadership. 6th edn. Wiley.
Schneider,
B., et al. (2021) ‘Attraction–Selection–Attrition and culture maintenance’,
Annual Review of Organizational Psychology and Organizational Behavior, 8(2),
pp. 115–138. [Online]. Available at: https://www.annualreviews.org/doi/10.1146/annurev-orgpsych-012420-050817
Accessed on 25th October 2025.
Van Maanen,
J. & Schein, E.H. (2020) ‘Toward a theory of organizational socialization’,
Research in Organizational Behavior, 40, pp. 109–130. [Online]. Available at: https://www.sciencedirect.com/science/article/abs/pii/S019130852030009X
Accessed on 25th October 2025.
Insightful and well-written! 👏 You’ve clearly shown how real inclusion goes beyond policy to lived culture. The comparison between PwC and Goldman Sachs perfectly illustrates how empathy and leadership behavior shape a true “culture of care.” Great use of Schein’s model and ASA theory to connect theory with practice.
ReplyDeleteThank you so much! 😊 I really appreciate your feedback. I totally agree inclusion has to be something we experience every day, not just something written in policies. Glad you liked the examples and theory connections!
DeleteVery well articulated, insightful blog.This clearly defines how real inclusion goes beyond policy to lived culture, which should be inculcated in the system.The comparison between PwC and Goldman Sachs clearly illustrates how empathy and leadership behavior shape a true “culture of care.” Adoption of other theories also contributes to same .
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DeleteI’m really glad you found the comparison and theory connections meaningful. I completely agree,true inclusion must be embedded into the system and practiced daily, not just stated in policies. Your point about integrating multiple theories to reinforce the concept is absolutely spot-on.
DeleteThis blog is a strong example of how real inclusiveness transcends the policies on paper to the actual existence of employees. As the comparison of PwC and Goldman Sachs makes it evident, the leadership behavior and cultural alignment is what leads to the presence of the real family support and not just the design of the policies. The combination of Schein model, ASA Theory, and socialization stages are a solid analysis base in comprehending organizational empathy. It is motivating and mind-blowing.
ReplyDeleteDiyana, Thanks a lot for your thoughtful response. I'm glad you thought the analysis was useful. I wanted to show that inclusiveness isn't just about how things are set up, it's also about how leaders act and how people act in their daily lives. Thank you so much for thinking about that connection.
DeleteThis blog resonates with me! The notion of establishing a "culture of care" in the workplace, especially regarding parenthood, is absolutely essential but underplayed. Your emphasis on valuing and appreciating parents' unique challenges and offerings is spot on. It's great to have this discussed so considerately.
ReplyDeleteThank you so much for your kind words! I’m really glad this resonated with you. I wrote this piece because I’ve personally experienced how challenging it can be to balance work and parenthood and how much difference genuine understanding and care can make. It means a lot to know that others feel the same way ❤️
DeleteA powerful reminder that true inclusion cannot be achieved through policy alone it must be lived through everyday culture.
ReplyDeleteAbsolutely agree you said it beautifully! Policies can set the framework, but it’s the everyday actions, empathy, and genuine care that bring inclusion to life. True culture is built in those small daily moments that make people feel seen and supported.
DeleteA wonderful in detail article. I really like how you have connected organizational culture with empathy and inclusion for working parents. The PwC example shows us how values can be converted into action. You have done a excellent integration of Schein's organizational culture model through real world examples. This article made me to rethink on how a company's culture reflects true inclusivity.
ReplyDeleteThank you so much for such a thoughtful comment! I truly appreciate that you noticed the connection between culture, empathy, and inclusion ,that was exactly what I hoped to highlight. The PwC example really stood out to me too, as it shows how values can genuinely come to life in practice. I’m so glad the article encouraged you to reflect on inclusivity within organizational culture, that means a lot to me!
DeleteThis is a strong and insightful analysis. You clearly show that organizational culture, not just policy, determines whether employees feel supported as parents. The use of real examples like PwC and Goldman Sachs makes your points concrete, and linking them to Schein, ASA, and socialization theories helps explain why some policies succeed while others fail. It’s clear, well-structured, and emphasizes that empathy and inclusion must be part of the company’s core culture, not just written rules.
ReplyDeleteThank you so much for such an insightful reflection! I really appreciate how deeply you connected with the core message that culture shapes how supported we feel far beyond what’s written in policy. Drawing from real cases like PwC and Goldman Sachs helped me show that link between theory and lived experience, so it means a lot that it resonated with you. I’ve personally seen how empathy in daily culture truly transforms workplaces.
DeleteThis really hits home. The contrast between PwC's integrated approach and Goldman Sachs' disconnect shows how policies mean nothing without cultural buy-in. Your point that parenthood shouldn't be seen as a disruption but as a shared milestone is powerful. True inclusion happens when values align with daily leadership behavior.
ReplyDeleteThank you for sharing this you’ve summed up the core message beautifully. When parenthood is treated as a normal, shared milestone rather than a disruption, it becomes clear which organisations genuinely live their values. The PwC Goldman contrast shows exactly why cultural buy in, not policy wording, determines whether people actually feel supported.
DeleteI agree completely, treating parenthood as a normal, valued shared milestone not an interruption is how organizations truly build loyalty and belonging. This message needs to be heard by all leaders. Thank you for connecting so clearly to real-life work experience!
ReplyDeleteThank you for highlighting that point so clearly. When parenthood is treated as a shared milestone rather than an inconvenience, it naturally strengthens trust and belonging. Your reflection shows why cultural attitudes matter far more than policy wording.
DeleteSashi's article clearly explains how an organisation’s true culture is revealed through the way it treats parents, not just through written policies. I specially like how you use Schein’s model and ASA Theory to show why PwC’s parental support worked while Goldman Sachs struggled. One important point you highlight is that policies only create real impact when leadership behaviour and everyday practices match what the organisation claims to value. Your examples make this very easy to understand and show why empathy, flexibility, and consistent treatment are essential for building trust. Overall, this is a thoughtful and practical discussion on how a genuine culture of care can established in reality.
ReplyDeleteI appreciate how you captured the contrast between policy and lived behaviour. Your point about ASA Theory shaping real parental experiences is spot on inclusion only becomes meaningful when daily leadership actions reinforce what the organisation claims to value.
DeleteSashi, this blog clearly shows that family-friendly policies only work when culture supports them. Using Schein’s model, it explains how PwC aligns artefacts, values and assumptions by offering equal paid leave and supportive leadership (PwC, 2023). In contrast, lawsuits at Goldman Sachs reveal a gap between policy and real behaviour (Reuters, 2023; Fortune, 2024). ASA Theory also helps show how cultures attract people who fit their norms (Schneider et al., 2021). Your article shows that empathy and fairness are important in a good culture of care, and it will respect parenthood and family Support in Organisational Life.
ReplyDeleteYou’ve drawn out the cultural alignment issue very clearly. PwC’s consistency across artefacts, values, and assumptions is exactly what makes their support credible, while the Goldman Sachs cases show how quickly trust collapses when behaviour diverges from policy.
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ReplyDeleteThe blog provides a very interesting discussion of the impact of organizational culture on maternity and paternity support experience of employees. A combination of the Schein Cultural Model, ASA Theory, and Organizational Socialization, the discussion is efficient in showing that the achievements of the family-friendly policies are not so related to formal documentation but rather to the assumptions underlying the organization. The case of PwC and Goldman Sachs specifically is quite educational, emphasizing the role of cultural fit, instead of the complexity of the policy as the defining factor, in the experience of empathy or stigma by parents. The artefacts, values, and assumptions of PwC demonstrate the impact of inclusion of parents in building trust and retention, and Goldman Sachs cases demonstrate the outcomes of lack of consistency in culture. Another theme in the blog is that parental support is not any compliance-only exercise, but a matter of human-oriented cultural focus. In general, the discussion strengthens the idea that true inclusion can be achieved only in case organizations incorporate empathy and flexibility into the leadership practice and the process of socialization or in the day-to-day behavior at the workplace.
Thank you for unpacking the role of assumptions so thoughtfully. Your insight that parental support succeeds only when empathy and cultural fit reinforce the policy is exactly the tension the PwC–Goldman comparison was meant to highlight.
DeleteYour discussion highlights that a genuine culture of care goes beyond policy, it must be actively embodied within the organization. Comparing PWC & Goldman Sachs illustrates that inclusion succeeds when an organization’s visible practices, underlying values, and deep-seated assumptions are aligned. Viewed through your cultural framework, the ASA model & socialization processes, empathy emerges not only as a critical leadership skill but also as a strategic imperative.
ReplyDeleteYou’ve framed it well real inclusion depends on how consistently a culture behaves, not on how policies are written. Your point about empathy being both a human skill and a strategic requirement reflects the core message of the discussion
DeleteThis blog offers a very strong and compelling insight into how organizational culture in reality influences the experience of the pregnant workers and working parents. I like the way you relate the layers of culture, the ASA Theory, and the stages of socialization to explain that policies are not the sole thing, but the underlying assumptions, including empathy and inclusion, make a difference. The comparison of PwC and Goldman Sachs is particularly persuasive as it also demonstrates that similarity will result into trust and belonging, whereas the differences in culture may cause discrimination and turnover of the employees. As noted in your discussion, it is clear that parental support is not only an HR practice but also a cultural indicator of what organizations truly value. The practical HR and leadership suggestions augment the blog further by demonstrating the ways in which companies can change policy into behavioural culture.
ReplyDeleteYour reflection draws together the cultural layers very effectively. The way you link underlying assumptions to trust, belonging, and turnover shows how deeply parental support is shaped by everyday behaviour rather than formal documentation.
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ReplyDeleteThis blog highlights the critical difference between family-friendly policies and the underlying organizational culture that truly determines employee experience. It draws on Schein’s cultural model, ASA Theory, and organizational socialization to illustrate how company culture shapes the treatment of parental leave and family support. The contrasting examples of PwC and Goldman Sachs show how a culture of care (like PwC's inclusive approach) leads to higher retention and trust, while a care deficit (as seen at Goldman Sachs) creates disconnects that harm employee loyalty.
ReplyDeleteThe article makes an important point that genuine inclusion goes beyond written policies and must be embedded in leadership behavior and organizational practices. It stresses that true empathy and support for parental leave must become part of the organization’s DNA, not just a compliance checklist. The proposed HR and leadership actions—from empathy training to flexible resourcing—provide actionable insights for companies to move from policy to practice, ensuring that family support truly aligns with organizational culture. This approach, as the blog concludes, not only strengthens employee loyalty but can also become a competitive advantage in today’s workforce.
You’ve emphasised an important truth: even the strongest policies fail when daily cultural practices contradict them. The PwC Goldman contrast reinforces exactly why consistent leadership behaviour determines whether parents experience support or stigma.
DeleteThe comparison clarifies the role played by cultural dynamics and not a formal policy to determine the true results of inclusion. The tripartite model applied to PwC and Goldman Sachs by Schein demonstrates the high level of differences between the so called values and the reality (Schein, 2010 / Schneider et al., 2021).
ReplyDeleteHow do organizations audit their prevailing cultural assumptions of parenthood prior to their burying into the socialization processes?
Great question. Organisations can surface these hidden assumptions by examining how parents are spoken about in meetings, how flexible work is negotiated, and whether leaders’ actions match stated values. Pulse surveys and socialization audits help reveal patterns before they solidify into culture
DeleteThis blog powerfully illustrates that true parental inclusion depends not on beautifully written policies but on the alignment between artefacts, values and underlying assumptions. The PwC–Goldman Sachs contrast shows how empathy, leadership behaviour and cultural consistency determine whether parenthood is embraced as a shared milestone or treated as a disruption. Your integration of Schein, ASA and socialization theory highlights culture as the real differentiator.
ReplyDeleteIn this context, how can organisations systematically uncover and correct the hidden assumptions that quietly undermine their parental-support policies?
You’ve captured the essence of the argument perfectly. Hidden assumptions are often the silent barriers to parental inclusion, and uncovering them requires leaders to examine behaviours, decision patterns, and informal norms. Regular cultural audits, feedback loops, and leadership reflection help expose and correct these gaps.
DeleteThis is an excellent article. You have discussed how organizational culture shapes the real experience of pregnancy, maternity leave and paternity leave, using Schein’s model, ASA theory, and socialization stages to reveal the deeper assumptions behind policy implementation. And also, you have discussed how true inclusion depends on lived values rather than written policies. Furthermore, you have discussed this discussion offers practical HR and leadership strategies that reinforce why a genuine culture of care is essential for supporting parents and building inclusive workplaces.
ReplyDeleteThank you for highlighting these points so clearly. You’ve captured the main idea well parental support only works when cultural assumptions, leadership behaviour, and daily practices genuinely reinforce the organisation’s stated values. The link you draw between Schein’s model, ASA theory, and real workplace experiences shows why inclusion must be lived, not just written.
DeleteThank you for highlighting these points so clearly. You’ve captured the main idea well parental support only works when cultural assumptions, leadership behaviour, and daily practices genuinely reinforce the organisation’s stated values. The link you draw between Schein’s model, ASA theory, and real workplace experiences shows why inclusion must be lived, not just written.
ReplyDeleteThis analysis clearly highlights that inclusion is not achieved through policies alone, but through the everyday behaviours and assumptions that shape employee experience. Using Schein’s model, ASA, and socialization perspectives shows how deeply culture influences whether support systems—such as maternity, pregnancy, or paternity leave—are genuinely honoured. When empathy is embedded in leadership and reflected in organisational practices, employees feel valued and supported, creating stronger loyalty and a more resilient culture. Ultimately, authentic care becomes a true driver of competitive advantage.
ReplyDeleteThis article clearly shows why supporting parenthood and family responsibilities is essential for a healthy workplace culture. The emphasis on empathy, genuine inclusion, and equal parental leave for mothers and fathers highlights how work and family life can coexist. Recognizing parenthood as a strength rather than a burden reinforces trust, loyalty, and long-term commitment among employees. Overall, it is a thoughtful and relevant contribution to how organizations should value and support families.
ReplyDelete