Work life integration
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Work life integration

Work life integration

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Work life integration Presentation Transcript

  • 1. Work Life Integration Dr. G C Mohanta, BE(Mech), MSc(Engg), MBA, PhD(Mgt) Professor Al-Qurmoshi Institute of Business Management, Hyderabad - 500005
  • 2. Work‐life Integration  Work‐life Integration is an outcome of people exercising control & choice in their life to meet life’s challenges  This can be managing work responsibilities alongside their personal & family needs.  The areas of a person’s life which require integration will change based on the individual’s life stages  A person in his or her 20s may be balancing career development and social activities  In 30s, when a person gets married & starts a family, family & job responsibilities become competing challenges
  • 3. Why Work-Life Integration Is Important?  Work & life stressors will continue to increase, as expectations & choices compel us to seek for what is a “good life”.  Our core values & life goals become the skill‐set that enables us in work‐life balancing and in living & working efficiently and effectively.  When organisation takes cognizance of this work‐life imperative and designs a conducive work environment, it motivates the employees to work more efficiently and productively.
  • 4. What are the roles of stakeholders?  To implement a successful Work‐life Strategy, the organisation, supervisors and employees all need to play their parts.  Work‐life programmes succeed in organisations where there is a workplace culture based on reciprocity & trust  The work‐life integration responsibilities are shared among the organisation, supervisors and employees.
  • 5. Role organisation The organisation  develops and communicates a Work‐life Strategy suitable for its business and its employees  makes its work‐life programmes available to as many of its employees as possible,  has a sound performance management system that allows it to evaluate all its employees objectively and  trains its supervisors to support Work‐life Strategy.
  • 6. Role of Supervisors The supervisors  support the organisation’s Work‐life Strategy;  help tailor an employee’s flexible work arrangements in consultation with the employee and other relevant departments in the organisation,  evaluate employee performance by outcomes and deliverables rather than hours clocked and physical presence in the office.
  • 7. Role of Employees The employees  familiarise themselves with the organisation’s work‐life programmes and makes use of them appropriately;  work with their immediate supervisors to design flexible work arrangements and other work‐life programmes that do not compromise business outcomes; and  engage themselves in their work and add value to the organisation throughout their period of employment.
  • 8. Four steps to a successful Work‐life Strategy
  • 9. Establish need to implement Work-Life Integration Organisations implement work‐life programmes for one or more of the following reasons:  Attract and/or retain talent  Raise morale  Increase productivity  Save on real estate and overhead expenses  Reduce healthcare costs  Provide work flexibility in response to changing employee needs  Increase commitment  Combat burnout  Be an Employer of Choice  Stay ahead of the competition
  • 10. Assess business needs  Business needs include corporate values, objectives and operational standards that cannot be compromised for any reason.  If a business revolves around customer-facing services (e.g. in a retail outlet) it may be possible to implement flexi-time with some creative scheduling  On the other hand, if there is a need for 24-hour operations (e.g. in a hospital), rotating 12-hour shifts with more days off might be appropriate, but a flexi- time would not.
  • 11. Assess employees’ work‐life needs  Different organisations have different employee profiles and these employees have differing needs.  To assess employees’ work-life needs , there are three methods:  Workforce profiling - mining information within an organisation from existing employee records.  Employee surveys - employee surveys reveal attitudinal information that may be used to gauge employee sentiments  Focus groups - It involves an organised discussion with a selected group of individuals to gain information about their views and experiences of a topic, e.g. a particular work-life programme
  • 12. Designing Work‐Life Programmes  Flexible Work Arrangements (FWA) - An effective FWA takes into account the nature of the employee’s job and his/her requirements  Leave Benefits - annual leave, childcare leave, maternity leave and sick leave  Employee Support Schemes - dependent care support, health and wellness programmes, flexible benefits and time-saving services  Companies that already provide a service as a business could extend it to their employees at marginal cost, e.g. transportation, laundry, childcare, etc.
  • 13. Implementing Work‐Life Programmes  Develop a communication plan - Successful implementation of work-life programmes hinges on proper communication of the programmes to employees  Employees need to be aware of work-life programmes to reap its benefits, thereby improving employee engagement & turnover.  Senior management support - Support from senior management for Work-life Strategy, will make employees feel comfortable in supporting, participating and using the work-life programmes.  Clear policies and guidelines - Work-life programmes need to be supported by clear policies & guidelines to address the values, eligibility criteria & operational details of the programmes
  • 14. Evaluating Work‐Life Programmes  Measuring the effectiveness of work-life programmes allows us to determine whether we have met the objectives.  The following are evaluated in Work-Life Programmes: - Utilisation rate of the work-life programmes - Absenteeism - Employee job satisfaction, engagement, etc. - Turnover rate - Feedback from employees about the work-life programme in meeting their needs - Feedback from supervisors on difficulties faced in implementing work-life programmes - Feedback from exit interviews