MIT Sloan Management Review Article on The New Strategic Road Map for Attracting and Retaining Working Parents

The collective experience of the past pandemic year has led many employees and employers alike to reprioritize the importance of employee quality of life and well-being. For some working parents, this has meant reevaluating and recommitting to their choice of where to live.

Traditionally, companies have chosen locations based on institutional needs such as large talent pools, good infrastructure, tax incentives, and brand exposure. Businesses have expected new hires to do the moving, often including incentives such as relocation packages in job offers for those workers with the flexibility and freedom to relocate geographically.

About the Author

Teri Leavens (@terileavens) is an organizational change strategist/senior manager with Goodwill Industries International and is in the managerial leadership graduate program at the Manning School of Business at the University of Massachusetts Lowell. Kimberly Merriman, Ph.D., (@kkmerriman) is a professor of management at the Manning School of Business and an authority on workforce trends. Tamara Montag-Smit, Ph.D., is an assistant professor of management at the Manning School of Business, with expertise in human resource management and organizational behavior. David Greenway (@davidgreenway) is a doctoral candidate in leadership/organization studies at the Manning School of Business, with expertise in moral injury and trauma in organizations.

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