Since joining then workforce in the mid 1980's, I have often experienced the mindsets and assumptions that are barriers to combining work, family and flexibility - often through recruitment processes.

In 1988, I was shocked when in an interview for my first role in HR and I was asked if I planned to have children and what did my husband think of my working if I had a family.

I was saddened when 15 years later in 2003, these questions were asked again. I was being reference checked for my role at Mallesons and a referee was asked if having a young child (Ben) had hindered my efforts or quality of work.  My referee explained that I had  volunteered to go on secondment to London for five months with Ben (who was 2.5 yrs at the time) to work on that major project.

I think they got the message.

And I was really furious (which of course I didn't show at the time) when again this year, yes 2008, I was approached by a search firm about a role and in the first meeting I was asked if was I married, did I have children and ‘How did I make that work in a senior role?"  Why does this still happen? It can only aid as a barrier to working mothers advancing their careers!

Despite these challenges, I have had flexible work arrangements three times in my career. These have each been worthwhile, but sometimes quite challenging.

In the first instance (which was now several years ago) I needed to "step down a gear" and address some health issues and approached my employer about working a 4 day week for a period.  My employer enabled me to do this for 6 months which was great for us both and then I resumed fulltime work.

I also worked part-time for two periods after having my son Ben. I first returned to work parental leave and decided to work part-time four days per week. My husband also went to 4 days per week.  I had a small team and a role that was able to be structured around this new arrangement. It was a terrific arrangement. It worked for my family and my employer (they got 100% of the brains for 80% of the cost). However, when company was hit a difficult financial period I decided it was best to revert to fulltime work, because of concerns  about job security, to ensure I was seen as "mainstream".

I have also tried working a 9 day fortnight when I joined Mallesons. My current role is much bigger than my previous role (with 45 staff in 6 cities) and I found invariably that I was working Fridays and taking time in lieu because of key meetings I would miss  or pressing deadlines. I savoured the long weekends when I got them, but felt I was working 10 days and getting paid for 9. I think this is a common experience especially the more senior women becomes in her career.

My point however is a simple one. Women can balance challenging interesting careers with motherhood so long as their employers are willing to look at different arrangements in terms of work practices. So long as they can define and describe a role according to outcomes, they can look at different and more effective ways of working, which benefit not only the employees, but the employers as well.

Kate Rimer joined Mallesons as Executive Director, People and Development in 2004, Prior to joining Mallesons, Kate worked at AMP for almost seven years and has previously worked at Allens Arthur Robinson and Westpac. Kate has a degree in education from the Australian Catholic University and a Master of Commerce (HR Management) from UNSW and two young children.

Ms Rimer presented these ideas at the 20th annual Women, Management and Employment Relations Conference, held in Sydney in July.