Business
Soaring childcare costs and inflexible schedules push women out of work
Fox Business’ Lydia Hu joins ‘Varney & Co.’ to discuss reports that child care costs are crippling parents as they struggle to balance it with rent in major cities across the US.
The American dream is becoming increasingly difficult for many women who are leaving the U.S. workforce, as new data highlights ongoing pressures tied to caregiving costs.
As the rising cost of childcare and eldercare outpaces wage growth, 455,000 women left the labor market between January and August 2025, according to Catalyst, with many citing difficult trade-offs between a paycheck and the high price of professional caregiving.
A recent report from the research group showed that nearly half a million female employees voluntarily left their jobs for various reasons. Forty-two percent cited leaving due to caregiving responsibilities, 37% cited a lack of schedule flexibility, while smaller percentages of those surveyed noted issues with pay dissatisfaction or job market uncertainty.
If businesses and the government do not address caregiving infrastructure, a Catalyst executive warns, the U.S. could face a long-term labor shortage that could drive up service costs.
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“This moment is especially risky. We are at the very tip of this spear, and we can still do something about it,” Catalyst President and CEO Jennifer McCollum told WTOP in Washington, D.C. “When women are leaving the corporate world, or the government world or NGO and nonprofit world en masse, like we’re seeing now, and you combine that with fewer leaders wanting to talk openly about that… we are creating the conditions for a labor market crisis.”
U.S. federal workers and other jobseekers wait in line to enter a job fair event in Silver Spring, Maryland, on April 16, 2025. (Getty Images)
“This research makes clear that women’s workforce exits are not about a lack of ambition or commitment,” McCollum said in the report. “They reflect the reality that too many jobs still fail to account for caregiving responsibilities and economic pressures. If we want to understand why women are leaving, we have to look at how work continues to be structured.”
LendingTree research from November 2025 found that in 100 of the largest U.S. metro areas, the average monthly cost for infant care is 25.3% lower than the cost of rent for a two-bedroom apartment. For families with both an infant and a toddler, childcare costs are 31.5% higher than rent.
Federal data from the Bureau of Labor Statistics show women’s labor force participation dropped sharply during the COVID-19 pandemic and has since largely rebounded to near pre-pandemic levels, though surveys from the U.S. Census Bureau indicate ongoing childcare challenges continue to affect workforce participation.
Some employers and policymakers argue that expanding workplace flexibility or government-backed childcare programs comes with trade-offs, including higher costs for businesses and taxpayers. Business groups, including the U.S. Chamber of Commerce and the National Federation of Independent Business, have warned that companies are already facing inflation and labor shortages and caution that new mandates could increase employer costs. Meanwhile, Federal Reserve research points to a still-tight labor market and rising labor force participation in recent years — including among women — though economists attribute those trends to multiple factors, including childcare costs, wages and broader economic conditions.
In some of the most expensive markets with the widest care-to-rent price ratios, childcare costs average $1,996 per month.
Labor Secretary Lori Chavez-DeRemer joins ‘Varney & Co.’ to address February’s weak jobs report and rising unemployment.
After accounting for inflation, 18% of those women surveyed who left the workforce couldn’t justify their salary against the rising costs of care.
“Eighteen percent of them said, ‘When I look at the trade-offs between what I have to do from a caregiving responsibility and pay, and the lack of flexibility I have, and the amount of pay that I get, I cannot make this calculus work anymore,’” McCollum also told WTOP.
“Women are not ‘opting out’ — they are leaving because many jobs are not designed around the logistical and financial realities of childcare and women’s lives,” Catalyst research director Sheila Brassel wrote in the study. “Employers that want to bring women back to the workforce and retain top talent need to take action through tangible and meaningful policies that support women’s full participation.”
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Catalyst’s data shows that women want to work but are being squeezed by rigid corporate structures and a lack of post-COVID flexibility.
“Re-engaging and retaining women requires addressing caregiving realities, offering schedule flexibility, and ensuring work structures, equal pay, and access to opportunity that allow women not only to return to the workforce, but to thrive there,” Brassel added.
Employers, meanwhile, have faced pressure to balance flexible work policies with operational demands, with some companies scaling back remote work options in recent years.
The Asada line features marinades, barbecue sauces and taco seasonings.
ASEAN offers Australian companies expansion opportunities, but strategic market selection depends on goals such as sales, manufacturing, supply chain, or tax efficiency, considering regional differences.
ASEAN: A Key Growth Region for Australian Businesses
ASEAN is increasingly vital for Australian companies aiming to expand markets, enhance supply chain resilience, and access Southeast Asia’s growing consumer and industrial markets. With over 680 million people and a combined economy surpassing US$3.8 trillion, the region offers significant scale and opportunity. However, its diversity necessitates strategic planning to maximize benefits and mitigate risks.
Strategic Approach to ASEAN Expansion
Expansion into ASEAN should be viewed as a phased, strategic process rather than a simple entry. The initial market choice depends on the company’s goals—whether it’s boosting sales, expanding manufacturing capacity, diversifying supply chains, managing regional operations, or optimizing tax. Firms need to prioritize their primary commercial function to determine the most suitable early markets within the region.
Priorities for Australian Companies
Australian firms should first identify whether their focus is manufacturing, procurement, regional coordination, or consumer access. Countries like Malaysia and Thailand remain attractive for industrial infrastructure and manufacturing integration. Many companies adopt a hub-and-spoke model, using Singapore for regional oversight and distributing operations across other ASEAN nations based on sector suitability and operational needs.
Read the original article : Expanding Across ASEAN: Market Entry and Regional Structuring Strategies for Australian Firms
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The General Motors global headquarters in Detroit, Jan. 12, 2026.
Jeff Kowalsky | Bloomberg | Getty Images
DETROIT – General Motors is laying off hundreds of salaried employees in its information technology operations as the automaker reevaluates its workforce needs and cuts costs, CNBC has learned.
The global reductions began Monday and will impact about 500 to 600 employees, largely in Austin, Texas, and Warren, Michigan, according to a person familiar with the plans who was not authorized to speak publicly about the reductions.
GM confirmed the cuts, which were first reported by Bloomberg News, but declined to give specific details about the actions.
“GM is transforming its Information Technology organization to better position the company for the future. As part of that work, we have made the difficult decision to eliminate certain roles globally. We are grateful for the contributions of the employees affected and are committed to supporting them through this transition,” the automaker said in an emailed statement.
GM reported employing about 68,000 salaried workers globally as of the end of last year, including 47,000 white-collar employees in the U.S.
Despite Monday’s cuts, GM still is still hiring IT workers. The company has 82 open IT positions that include positions working in artificial intelligence, motorsports and autonomous vehicles, according to the automaker’s careers website.
The Detroit automaker in recent years has routinely re-evaluated its salaried workforce, based on expected needs and skill sets. In October, GM laid off more than 200 Computer-Aided Design, or CAD, engineers due to “business conditions.”
Gatestone Institute senior fellow Gordon Chang joins ‘Mornings with Maria’ to break down President Donald Trump’s Beijing trip, Iran tensions, and rising concerns over China’s economy and surveillance-linked EVs.
President Donald Trump’s upcoming meeting with Chinese President Xi Jinping is drawing renewed attention to concerns that Chinese electric vehicles entering North America through Canada could pose national security risks inside the United States.
Gatestone Institute senior fellow Gordon Chang joined FOX Business’ Maria Bartiromo on “Mornings with Maria” to discuss tensions surrounding China’s trade practices, energy policy and Beijing’s growing EV footprint ahead of the high-stakes Beijing meeting.
China’s BYD Shenzhen car carrier docked to load electric vehicles for export. (CN-STR / AFP / Getty Images)
The discussion comes as lawmakers push legislation aimed at blocking Chinese electric vehicles from entering the U.S. market, citing concerns over surveillance technology and connected-vehicle systems capable of collecting sensitive data.
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Sen. Bernie Moreno, R-Ohio, warned that the vehicles function as “little Trojan horses” because of the amount of information they can collect and transmit.
“These cars have lots of cameras. They send back data to the Communist Party and can be remotely controlled by the Communist Party,” Moreno said during a recent appearance on “Sunday Morning Futures.”
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Chang expanded on those concerns, warning that Canada’s decision to lower tariffs on some Chinese EV imports could create another pathway for the vehicles to reach the United States.
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“We should not allow Canadians to drive their Chinese EV across our border into our country because China will be able to surveil the United States with the Canadian cars,” Chang said.
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Chang also described Chinese EVs as “rolling spy machines,” arguing that the issue underscores broader tensions between Washington and Beijing ahead of Trump’s expected meeting with Xi later this week.
A total of 17 US executives are set to join the president on his visit, where he will meet his Chinese counterpart Xi Jinping.
The dip is expected to roll out later this year.
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How a First-Generation Student Became a Higher Ed Leader
David Shein did not start his college journey with a clear plan.
“I was a first-generation college student before we knew what that meant,” he says. “I didn’t have a roadmap.”
That early experience shaped his career. It gave him a clear focus. He wanted to make college easier to navigate for others.
Over the next 30 years, Shein became a leader in higher education. He built systems that helped students succeed. He also helped colleges rethink how they support them.
Early Life and Education: Building Work Ethic Early
Shein started working young. He split a newspaper route with his brother. Later, he worked in stores, libraries, and even a cemetery.
These jobs taught him discipline and independence.
In school, he joined debate and theater. He then attended SUNY Oswego. He studied Philosophy and Political Science and graduated magna cum laude.
He continued his studies at Bowling Green State University before moving to the CUNY Graduate Center. There, he earned his PhD in Philosophy..
His academic focus shaped how he thinks about systems and ideas.
Early Career: Learning How Colleges Really Work
While in graduate school, Shein began working at Lehman College.
He served as Coordinator of the Core Curriculum and led the tutoring center. This gave him direct insight into student needs.
“I worked closely with faculty and administrators to build connective tissue across academic and student affairs,” he says.
That idea of “connective tissue” became central to his work.
He saw that many students struggled not because of ability, but because systems were disconnected.
Bard College Career: Building Systems That Scale
In 1999, Shein joined Bard College. He was hired to create a writing and tutoring center. He also became the college’s first disability support provider.
From the start, he focused on building structures, not just programs.
Over time, he took on leadership roles, including Vice President for Student Success and Network Integration.
He also taught in the Philosophy department and First-Year Seminar.
But his biggest impact came from what he built.
He founded the Learning Commons. He launched Disability Support Services. He helped create the Center for Student Life and Advising.
Each of these programs addressed a real gap.
“At the core of this work is a commitment to making the full college experience accessible,” he says.
Program Development and Innovation in Higher Education
Shein’s work went beyond campus services.
He helped secure accreditation for new programs and partnerships.
He played a role in extending the Clemente Course in the Humanities to new communities, bringing college-level learning to underserved populations.
These projects reflect a clear pattern.
He identifies problems. Then he builds systems that last.
“It’s about helping students connect with their college experiences in ways that impact their lives beyond their time in university,” he says.
Global Education and Fulbright Recognition
Shein’s work extended into international education.
He supported dual-degree partnerships and global programs across Bard’s network.
He also worked on Bard’s online Global Degree program. This expanded access to students around the world.
His efforts helped connect students across countries and cultures.
In 2019, he received a Fulbright scholarship for his work in international education.
This recognition highlighted his long-term impact in the field.
Mentorship and Student Success Outcomes
Throughout his career, Shein advised hundreds of students.
Many of them went on to earn major awards, including Fulbright scholarships.
But for Shein, outcomes are not just about recognition.
“It’s about helping students participate in meaningful ways in what can feel like an alien environment,” he says.
His focus has always been on engagement and belonging.
Life Beyond Work: Staying Grounded
Outside of his professional life, Shein stayed active in his community.
He coached youth soccer and supported Model UN programs when his children were younger.
Today, he spends time fishing, traveling, and writing. He also volunteers at his local public library.
He participates in the Watershed Community Amphibian Migration Project, helping protect local wildlife.
These activities reflect his broader approach. Stay involved. Stay connected.
What David Shein Is Doing Now
Upon retiring from Bard College, Shein retired from Bard College, he began working as an independent educational consultant.
His work now focuses on helping institutions improve advising systems, program design, and student support.
“I’ve spent my career helping students navigate environments that can feel unfamiliar,” he says.
That mission continues in his current work.
Why David Shein’s Work Matters in Higher Education
Higher education is still evolving. Many students continue to face barriers.
Shein’s career offers a practical model.
He focused on building systems, not just ideas. He connected academic and student services. He expanded access through new programs.
Most importantly, he kept the student experience at the center.
For someone who started without a roadmap, he has helped create one for others.
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