Take the Work-Life Quiz: Know What You Need to Know to be Effective Judi C. Casey, Sloan Work & Family Research Network, Boston College Teresa Hopke, RSM McGladrey

Agenda Research data RSM McGladrey best practices Best practices sharing Questions Recommendations and action steps

Research data

RSM McGladrey best practices

Best practices sharing

Questions

Recommendations and action steps

“ Harder & Longer Philosophy” In order to increase productivity in this competitive global economy, employers of choice try to get the most out of employees by adopting the philosophy, “the harder and longer you can get them to work, the better.” True or False?

In order to increase productivity in this competitive global economy, employers of choice try to get the most out of employees by adopting the philosophy, “the harder and longer you can get them to work, the better.”

True or False?

“ Harder & Longer Philosophy” 26% of employees were overworked in the last month 27% were overwhelmed by how much work they had to do in the last month 29% didn’t have the time to step back and process or reflect on the work they were doing during the last month 44% of U.S. employees were overworked often or very often according to at least one of these measures, while only 29% rarely or never experienced any of these three indices (1)

26% of employees were overworked in the last month

27% were overwhelmed by how much work they had to do in the last month

29% didn’t have the time to step back and process or reflect on the work they were doing during the last month

44% of U.S. employees were overworked often or very often according to at least one of these measures, while only 29% rarely or never experienced any of these three indices (1)

“ Harder & Longer Philosophy” Overworked employees are more likely to make mistakes at work. 20% of employees reporting high overwork levels say they make a lot of mistakes at work versus none (0%) of those who experience low overwork levels. Overworked employees are more likely to have symptoms of clinical depression. Only 8% of those with low overwork levels have high levels of depressive symptoms compared with 21% of those who are highly overworked. (1)

Overworked employees are more likely to make mistakes at work.

20% of employees reporting high overwork levels say they make a lot of mistakes at work versus none (0%) of those who experience low overwork levels.

Overworked employees are more likely to have symptoms of clinical depression.

Only 8% of those with low overwork levels have high levels of depressive symptoms compared with 21% of those who are highly overworked. (1)

“ Harder & Longer Philosophy” Overworked employees report that their health is poorer. 52% percent of employees experiencing high overwork levels report that their health is good versus 65% of those experiencing low overwork levels. Overworked employees are more likely to neglect caring for themselves . Only 41% of employees who experience high overwork levels say they are very successful in taking good care of themselves versus 68% of those experiencing low overwork levels. (1)

Overworked employees report that their health is poorer.

52% percent of employees experiencing high overwork levels report that their health is good versus 65% of those experiencing low overwork levels.

Overworked employees are more likely to neglect caring for themselves .

Only 41% of employees who experience high overwork levels say they are very successful in taking good care of themselves versus 68% of those experiencing low overwork levels. (1)

“ Harder & Longer Philosophy” Best Practices/Outcomes: Work Redesign/Overwork Programs Cummins, TEP PTO Utilization Campaigns Mandatory Holiday Shutdowns Accounting Firms No Meeting Fridays SC Johnson Health Coaching Options

Best Practices/Outcomes:

Work Redesign/Overwork Programs

Cummins, TEP

PTO Utilization Campaigns

Mandatory Holiday Shutdowns

Accounting Firms

No Meeting Fridays

SC Johnson

Health Coaching Options

Work-Life: Only a Perk? 2. Work-Life is an attractive perk that makes employees happy, but is not one of the critical factors in an employee’s decisions to take or stay in a job. True or False?

2. Work-Life is an attractive perk that makes employees happy, but is not one of the critical factors in an employee’s decisions to take or stay in a job.

True or False?

Work-Life: Only a Perk? When it comes to choosing a job, …three keys areas of focus emerged across countries and cultures: ensuring adequate compensation and financial security; achieving work/life balance ; and having relevant learning and career opportunities. (2)

When it comes to choosing a job, …three keys areas of focus emerged across countries and cultures:

ensuring adequate compensation and financial security;

achieving work/life balance ; and

having relevant learning and career opportunities. (2)

Work-Life: Only a Perk? Graduating business students around the world report that attaining a balance between work and personal life is their most important career goal. (3) 89% of employees polled believe work/life programs, such as flextime and telecommuting, are important when evaluating a new job, yet only about half of HR professionals polled consider work/life to be an important initiative for their companies. (4)

Graduating business students around the world report that attaining a balance between work and personal life is their most important career goal. (3)

89% of employees polled believe work/life programs, such as flextime and telecommuting, are important when evaluating a new job, yet only about half of HR professionals polled consider work/life to be an important initiative for their companies. (4)

Work-Life: Only a Perk? 29% of US workers now consider work-life balance and flexibility to be the most important factor in considering job offers. Compensation still matters, but it finished second (23%) behind lifestyle when workers were asked to name the primary reason they accepted their current positions. (5)

29% of US workers now consider work-life balance and flexibility to be the most important factor in considering job offers.

Compensation still matters, but it finished second (23%) behind lifestyle when workers were asked to name the primary reason they accepted their current positions. (5)

Work-Life: Only a Perk? Best Practices/Outcomes: One of top 3 reasons recruits join RSM Moved from #1 to #2 reason employees leave RSM One of key drivers of engagement on RSM survey Impacts employee health University presentations Gen Y willing to trade time for money

Best Practices/Outcomes:

One of top 3 reasons recruits join RSM

Moved from #1 to #2 reason employees leave RSM

One of key drivers of engagement on RSM survey

Impacts employee health

University presentations

Gen Y willing to trade time for money

The Benefits of Flexibility 3. Although everyone seems to want flexibility and flexible work arrangements, research data does not confirm that flexibility really benefits employees or their organizations. True or False?

3. Although everyone seems to want flexibility and flexible work arrangements, research data does not confirm that flexibility really benefits employees or their organizations.

True or False?

The Benefits of Flexibility Studies indicate that the availability and use of flexibility and other work-family policies is associated with higher commitment, job satisfaction, loyalty, and lower intention to turnover. (6) 73% of employees with high availability of flexible work arrangements reported that there was a high likelihood that they would stay with their current employer for the next year . (7)

Studies indicate that the availability and use of flexibility and other work-family policies is associated with higher commitment, job satisfaction, loyalty, and lower intention to turnover. (6)

73% of employees with high availability of flexible work arrangements reported that there was a high likelihood that they would stay with their current employer for the next year . (7)

The Benefits of Flexibility Telecommuting: Reduces turnover by 20% on average Boosts productivity 22% Trims absenteeism by nearly 60% (9)

Telecommuting:

Reduces turnover by 20% on average

Boosts productivity 22%

Trims absenteeism by nearly 60% (9)

The Benefits of Flexibility AstraZeneca: 96% report that flexibility influences their decision to stay at the company; 73% say that flexibility is “very important” in that decision, and 23% say that it’s “somewhat important.” Bristol-Myers Squibb: Employees who use flexible work arrangements scored, on average, 30% lower on stress and burnout. First Tennessee Bank: Branches with flexible work arrangements had retention rates 50% higher than other branches. (8)

AstraZeneca:

96% report that flexibility influences their decision to stay at the company;

73% say that flexibility is “very important” in that decision, and 23% say that it’s “somewhat important.”

Bristol-Myers Squibb: Employees who use flexible work arrangements scored, on average, 30% lower on stress and burnout.

First Tennessee Bank: Branches with flexible work arrangements had retention rates 50% higher than other branches. (8)

The Benefits of Flexibility Best Practices/Outcomes: 89% of RSM employees said it was #1 WL benefit to offer Moved from accommodation to business based flex All FWO requests approved based on business impact Opportunity to redesign job Comprehensive FWE rollout to all employees Flexyear = to help meet cyclical business needs FlexCareer = to help support career cycles

Best Practices/Outcomes:

89% of RSM employees said it was #1 WL benefit to offer

Moved from accommodation to business based flex

All FWO requests approved based on business impact

Opportunity to redesign job

Comprehensive FWE rollout to all employees

Flexyear = to help meet cyclical business needs

FlexCareer = to help support career cycles

Multi-Generational Workforce 4. There have always been differences about expectations and behaviors between workers of all ages at the workplace and the current situation is not that different. True or False?

4. There have always been differences about expectations and behaviors between workers of all ages at the workplace and the current situation is not that different.

True or False?

Multi-Generational Workforce 1977 Current Population Survey: when the Baby Boomers were entering the workforce, vast majority of workers were in one of three generations: The Silent Generation (23.6%), the Traditionalists (39.6%), and the Boomers (36.4%). 2007 Current Population Survey: as the Baby Boomers are exiting the labor force, the majority of workers are spread across four generations: The Traditionalists (8.5%), the Boomers (39.9%), Generation X (35.7%), and Generation Y (15.8%). (10)

1977 Current Population Survey: when the Baby Boomers were entering the workforce, vast majority of workers were in one of three generations: The Silent Generation (23.6%), the Traditionalists (39.6%), and the Boomers (36.4%).

2007 Current Population Survey: as the Baby Boomers are exiting the labor force, the majority of workers are spread across four generations: The Traditionalists (8.5%), the Boomers (39.9%), Generation X (35.7%), and Generation Y (15.8%). (10)

Multi-Generational Workforce More than 60% of Early Boomers (born 1946-1954) agree they would like to stay with their current organization for the rest of their working lives, compared to less than 30% of Late Xers (born 1977 to 1986). More than 60% of Late Boomers (born 1955 to 1963) agree that they see themselves being with the same organization in three years, compared to less than 40% of Early Xers (born 1964 to 1976). (11)

More than 60% of Early Boomers (born 1946-1954) agree they would like to stay with their current organization for the rest of their working lives, compared to less than 30% of Late Xers (born 1977 to 1986).

More than 60% of Late Boomers (born 1955 to 1963) agree that they see themselves being with the same organization in three years, compared to less than 40% of Early Xers (born 1964 to 1976). (11)

Multi-Generational Workforce Boomers are more likely to be work-centric than other generations. Gen-X and Gen-Y are more likely to be dual-centric or family-centric. 22% of Boomers are work-centric, compared with 12 to 13% of other generations. 50% of Gen-Y and 52% of Gen-X are family-centric compared with 41% of Boomers. (12)

Boomers are more likely to be work-centric than other generations.

Gen-X and Gen-Y are more likely to be dual-centric or family-centric.

22% of Boomers are work-centric, compared with 12 to 13% of other generations.

50% of Gen-Y and 52% of Gen-X are family-centric compared with 41% of Boomers. (12)

Multi-Generational Workforce Best Practices/Outcomes: Deloitte’s Center for the Future FWE training uncovers differences in work styles & expectations Incorporating generational diversity into company workforce strategy Utilize futurists and workforce trend speakers Reverse mentoring programs

Best Practices/Outcomes:

Deloitte’s Center for the Future

FWE training uncovers differences in work styles & expectations

Incorporating generational diversity into company workforce strategy

Utilize futurists and workforce trend speakers

Reverse mentoring programs

“ The Lists” 5. The best way to support employees with their work-life issues is to secure a spot on one of the prestigious “Best Companies Lists.” True or False?

5. The best way to support employees with their work-life issues is to secure a spot on one of the prestigious “Best Companies Lists.”

True or False?

“ The Lists” Companies on Fortune magazine's annual list of the "100 Best Companies to Work for in America" between 1998 and 2005 returned 14% per year, compared to 6% a year for the overall market. (13) Studies found that employees were more likely to use work-life benefits when they perceived their organizations and supervisors as providing a family-supportive work environment. (14)

Companies on Fortune magazine's annual list of the "100 Best Companies to Work for in America" between 1998 and 2005 returned 14% per year, compared to 6% a year for the overall market. (13)

Studies found that employees were more likely to use work-life benefits when they perceived their organizations and supervisors as providing a family-supportive work environment. (14)

“ The Lists” Best Practices/Outcomes: WL efforts should focus on culture change rather than programs Lists are nice, but employee needs should be the overarching driver Conduct employee needs assessment to prioritize focus “ Lists” should be by-product, not goal Beware of side-effects of making “The Lists” Potential backlash if doesn’t match employee experience Expectation to “up the ante” each year

Best Practices/Outcomes:

WL efforts should focus on culture change rather than programs

Lists are nice, but employee needs should be the overarching driver

Conduct employee needs assessment to prioritize focus

“ Lists” should be by-product, not goal

Beware of side-effects of making “The Lists”

Potential backlash if doesn’t match employee experience

Expectation to “up the ante” each year

Work-Life is for Mothers 6. In most organizations, working mothers take advantage of work-life programs, but working dads typically don’t utilize or value them. True or False?

6. In most organizations, working mothers take advantage of work-life programs, but working dads typically don’t utilize or value them.

True or False?

Work-Life is for Mothers In response to the question, “'Who is most likely to take time off work to stay home or do something with your child(ren) when both of you are supposed to be at work? The proportion of fathers increased from 12% in 1977 to 31% in 2002, while the proportion of mothers did not change significantly (78% in 1977 versus 72% in 2002). (7) Gen-X fathers spend significantly more time with their children than Boomer fathers with children of the same age, an average of 3.4 hours per workday versus an average of 2.2 hours for Boomer fathers- a difference of more than 1 hour. (12)

In response to the question, “'Who is most likely to take time off work to stay home or do something with your child(ren) when both of you are supposed to be at work? The proportion of fathers increased from 12% in 1977 to 31% in 2002, while the proportion of mothers did not change significantly (78% in 1977 versus 72% in 2002). (7)

Gen-X fathers spend significantly more time with their children than Boomer fathers with children of the same age, an average of 3.4 hours per workday versus an average of 2.2 hours for Boomer fathers- a difference of more than 1 hour. (12)

Work-Life is for Mothers In a sample of mothers and fathers with a child aged three to fifteen months, 20% of the fathers made changes in their work arrangements to spend time with their baby. (15) In 2002, 1 in 5 fathers were the primary caregiver for their preschooler [child under 5 years old], meaning their child spent more time in their care than in any other arrangement (20%). (16)

In a sample of mothers and fathers with a child aged three to fifteen months, 20% of the fathers made changes in their work arrangements to spend time with their baby. (15)

In 2002, 1 in 5 fathers were the primary caregiver for their preschooler [child under 5 years old], meaning their child spent more time in their care than in any other arrangement (20%). (16)

Work-Life is for Mothers Best Practices/Outcomes: 3 weeks paid paternity leave Utilization of WL benefits like COC by males Many male FWO features Forest firefighter NY Dad wanting more time with kids CA Grandpa taking care of granddaughter Director and his dog Dana Glazer Fatherhood Documentary Fatherhood Initiative

Best Practices/Outcomes:

3 weeks paid paternity leave

Utilization of WL benefits like COC by males

Many male FWO features

Forest firefighter

NY Dad wanting more time with kids

CA Grandpa taking care of granddaughter

Director and his dog

Dana Glazer Fatherhood Documentary

Fatherhood Initiative

Questions and/or Additional Best Practices

Questions and/or Additional Best Practices

Recommendations and Action Steps Assess the needs of your employees & consider all demographic groups individually Voluntary online survey option Take dualistic approach to strategy Align efforts to AWLP’s 7 categories Engage internal and external partners WL advisory team & senior champion/advocate Leaders who “get it” Line managers who do “hand-to-hand combat” Other departments (Operations, PM, OD, ER, Marketing) Corporate Voices, AWLP, Families & Work Institute, Sloan Network, local Think Tanks, Membership associations etc.

Assess the needs of your employees & consider all demographic groups individually

Voluntary online survey option

Take dualistic approach to strategy

Align efforts to AWLP’s 7 categories

Engage internal and external partners

WL advisory team & senior champion/advocate

Leaders who “get it”

Line managers who do “hand-to-hand combat”

Other departments (Operations, PM, OD, ER, Marketing)

Corporate Voices, AWLP, Families & Work Institute, Sloan Network, local Think Tanks, Membership associations etc.

Recommendations and Action Steps Pilot & measure, pilot & measure, pilot & measure Set up success measures from the start Understand that not all solutions are right for all organizations Figure out ways to get approval without getting approval FWE pilot helped re-direct intended rollout, COC changed drastically, Concierge created buy-in, etc. Position WL as a strategic business tool that can solve the issues that keep your leaders up at night Use WL as a business tool to enhance company brand and increase ability to recruit talent Use WL to drive workforce planning & strategy Have fun & be creative

Pilot & measure, pilot & measure, pilot & measure

Set up success measures from the start

Understand that not all solutions are right for all organizations

Figure out ways to get approval without getting approval

FWE pilot helped re-direct intended rollout, COC changed drastically, Concierge created buy-in, etc.

Position WL as a strategic business tool that can solve the issues that keep your leaders up at night

Use WL as a business tool to enhance company brand and increase ability to recruit talent

Use WL to drive workforce planning & strategy

Have fun & be creative

Wrap-up What is the one step that you will take when you return to the office? What is the one thing that you can do? I will……..

What is the one step that you will take when you return to the office?

What is the one thing that you can do?

I will……..

References Source (1): Galinksy, E., Bond, J.T., Kim, S.S., Backon, L., Brownfield, E., and Sakai, K. (2005). Overwork in America: When the way we work becomes too much. New York: Families and Work Institute. Retrieved on March 20, 2008 from http://familiesandwork.org/site/research/summary/overwork2005summ.pdf Sample : Telephone interviews with a representative sample of 1,003 wage and salaried employees in the U.S. workforce. Source (2): Towers Perrin. (2006). Winning strategies for a global workforce: Attracting, retaining and engaging employees for a competitive advantage . Retrieved on March 20, 2008 from http://www.towersperrin.com/tp/getwebcachedoc?webc=HRS/USA/2006/200602/GWS.pdf Sample: 86,000 respondents from 16 countries; 4 continents; 65% male

Source (1): Galinksy, E., Bond, J.T., Kim, S.S., Backon, L., Brownfield, E., and Sakai, K. (2005). Overwork in America: When the way we work becomes too much. New York: Families and Work Institute. Retrieved on March 20, 2008 from http://familiesandwork.org/site/research/summary/overwork2005summ.pdf

Sample : Telephone interviews with a representative sample of 1,003 wage and salaried employees in the U.S. workforce.

Source (2): Towers Perrin. (2006). Winning strategies for a global workforce: Attracting, retaining and engaging employees for a competitive advantage . Retrieved on March 20, 2008 from http://www.towersperrin.com/tp/getwebcachedoc?webc=HRS/USA/2006/200602/GWS.pdf

Sample: 86,000 respondents from 16 countries; 4 continents; 65% male

References Source (3): PricewaterhouseCoopers. (June 1999). Second international student survey conducted by Universum International. Source (4): 2007 Monster Work/Life Balance Survey. Retrieved on March 18, 2008 from http://hr.cch.com/news/hrm/120507a.asp Sample: 506 HR professionals and 830 workers Source (5): Hudson Survey 2008. Retrieved on March 18, 2008 from http://www.hudson-index.com/node.asp?SID=8532 Sample: National poll of 1,634 U.S. workers who have been with their company for less than five years conducted January 26-27, 2008. Source (6): Kossek, E., Lautsch, B., & Eaton, S. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work-family effectiveness. Journal of Vocational Behavior. 68 (2), 347-367.

Source (3): PricewaterhouseCoopers. (June 1999). Second international student survey conducted by Universum International.

Source (4): 2007 Monster Work/Life Balance Survey. Retrieved on March 18, 2008 from http://hr.cch.com/news/hrm/120507a.asp

Sample: 506 HR professionals and 830 workers

Source (5): Hudson Survey 2008. Retrieved on March 18, 2008 from http://www.hudson-index.com/node.asp?SID=8532

Sample: National poll of 1,634 U.S. workers who have been with their company for less than five years conducted January 26-27, 2008.

Source (6): Kossek, E., Lautsch, B., & Eaton, S. (2006). Telecommuting, control, and boundary management: Correlates of policy use and practice, job control, and work-family effectiveness. Journal of Vocational Behavior. 68 (2), 347-367.

References Source (7): Bond, J.T., Thompson, C., Galinsky, E. & Prottas,D. (2003). Highlights of the 2002 national study of the changing workforce. New York: Families and Work Institute. Source (8): Corporate Voices for Working Families with WFD Consulting. (2005, November). Business impacts of flexibility: An imperative for expansion. Washington, DC: Author. Retrieved on March 18, 2008 from http:// www.cvworkingfamilies.org/flex_report/flex_report.shtml Sample: Draws on internal organizational research and information from 28 American firms. Source (9): International Telework Association & Council (2001, August). Telecommuting is a flop, so fix it already. Ziff Davis Smart Business. Washington, D.C: Author.

Source (7): Bond, J.T., Thompson, C., Galinsky, E. & Prottas,D. (2003). Highlights of the 2002 national study of the changing workforce. New York: Families and Work Institute.

Source (8): Corporate Voices for Working Families with WFD Consulting. (2005, November). Business impacts of flexibility: An imperative for expansion. Washington, DC: Author. Retrieved on March 18, 2008 from http:// www.cvworkingfamilies.org/flex_report/flex_report.shtml

Sample: Draws on internal organizational research and information from 28 American firms.

Source (9): International Telework Association & Council (2001, August). Telecommuting is a flop, so fix it already. Ziff Davis Smart Business. Washington, D.C: Author.

References Source (10): McNamara, T. K. (2006). [Analysis of the March 1977 and 2007 Current Population Surveys]. Unpublished raw data. Center on Aging and Work/Workplace Flexibility: Boston College. Source (11): Deal, J. (2007). Retiring the generation gap: How employees young and old can find common ground. San Francisco, CA: Jossey-Bass/The Center for Creative Leadership. Source (12): Families and Work Institute (2004). Generation & gender in the workplace. Watertown, MA: American Business Collaboration. Retrieved on March 20, 2008 from http://familiesandwork.org/publications/genandgender.html Source (13): Edmans, A. (2008) How investing in intangibles -- like employee satisfaction – translates into financial returns. Knowledge@Wharton. Retrieved on March 20, 2008 from http://www.ftpress.com/articles/article.aspx?p=1167318

Source (10): McNamara, T. K. (2006). [Analysis of the March 1977 and 2007 Current Population Surveys]. Unpublished raw data. Center on Aging and Work/Workplace Flexibility: Boston College.

Source (11): Deal, J. (2007). Retiring the generation gap: How employees young and old can find common ground. San Francisco, CA: Jossey-Bass/The Center for Creative Leadership.

Source (12): Families and Work Institute (2004). Generation & gender in the workplace. Watertown, MA: American Business Collaboration. Retrieved on March 20, 2008 from http://familiesandwork.org/publications/genandgender.html

Source (13): Edmans, A. (2008) How investing in intangibles -- like employee satisfaction – translates into financial returns. Knowledge@Wharton. Retrieved on March 20, 2008 from http://www.ftpress.com/articles/article.aspx?p=1167318

References Source (14): Allen, T. D. (2001). Family-supportive work environments: The role of organizational perceptions. Journal of Vocational Behavior, 58 (3),414-435. Source (14): Thompson, C. A., Beauvais, L. L., & Lyness, K. S. (1999). When work-family benefits are not enough: The influence of work-family culture on benefit utilization, organizational attachment, and work-family conflict. Journal of Vocational Behavior, 54 (3),392-415. Source (15): Smeaton, D. (2006). Dads and their babies: A household analysis. Manchester: Equal Opportunities Commission. Sample: “This study brings together the findings from two surveys commissioned by the Equal Opportunities Commission (EOC) investigating the use of leave by fathers from the perspective of both mothers and fathers… All the fathers were employees and in two-parent households with a child aged three to fifteen months”

Source (14): Allen, T. D. (2001). Family-supportive work environments: The role of organizational perceptions. Journal of Vocational Behavior, 58 (3),414-435.

Source (14): Thompson, C. A., Beauvais, L. L., & Lyness, K. S. (1999). When work-family benefits are not enough: The influence of work-family culture on benefit utilization, organizational attachment, and work-family conflict. Journal of Vocational Behavior, 54 (3),392-415.

Source (15): Smeaton, D. (2006). Dads and their babies: A household analysis. Manchester: Equal Opportunities Commission.

Sample: “This study brings together the findings from two surveys commissioned by the Equal Opportunities Commission (EOC) investigating the use of leave by fathers from the perspective of both mothers and fathers… All the fathers were employees and in two-parent households with a child aged three to fifteen months”

References Source (16): Johnson, J.O. (2005). Who's minding the kids?: Child care arrangements: winter 2002 . Retrieved on March 20, 2008 from http://ntis.library.gatech.edu/browse-title?top=123456789%2F5234 Sample: “The population represented (the population universe) in the 2001 Survey of Income and Program Participation (SIPP) is the civilian non-institutionalized population living in the United States. The SIPP is a longitudinal survey conducted at 4-month intervals. The data in this report were collected from February through May 2002 in the fourth wave (interview) of the 2001 SIPP.”

Source (16): Johnson, J.O. (2005). Who's minding the kids?: Child care arrangements: winter 2002 . Retrieved on March 20, 2008 from http://ntis.library.gatech.edu/browse-title?top=123456789%2F5234

Sample: “The population represented (the population universe) in the 2001 Survey of Income and Program Participation (SIPP) is the civilian non-institutionalized population living in the United States. The SIPP is a longitudinal survey conducted at 4-month intervals. The data in this report were collected from February through May 2002 in the fourth wave (interview) of the 2001 SIPP.”

Sloan Network Resources Effective Workplace Series: Domestic Violence Elder Care Employer-Supported Child Care Flexible Work Schedules - Updated March 2008 Generation X/Y - Updated March 2008 Health & Workplace Flexibility Older Workers Overwork - Updated March 2008 Phased Retirement Telework Today's Diverse Families http://wfnetwork.bc.edu/template.php?name=pubs_ews

Effective Workplace Series:

Domestic Violence

Elder Care

Employer-Supported Child Care

Flexible Work Schedules - Updated March 2008

Generation X/Y - Updated March 2008

Health & Workplace Flexibility

Older Workers

Overwork - Updated March 2008

Phased Retirement

Telework

Today's Diverse Families

http://wfnetwork.bc.edu/template.php?name=pubs_ews

Sloan Network Resources Flexibility Case Studies: AFLAC's Full-time Schedule Options ARUP Laboratories and the Seven-On/Seven-Off Schedule Cisco Systems and Telework KPMG LLP and Job Sharing MITRE's Flexible Work Arrangement PRO Group''s School Leave Policy Rossetti and Flexible Schedules RSM McGladrey and the Flexyear Option Sojourner House and Flexible Schedules Texas Instruments and Flexibility The Ad Council's Flexible Work Schedule Policy The Detroit Regional Chamber's Flexible Work Schedules The University of North Carolina and Phased Retirement Timberland and the Path of Service Ward's Furniture and Flexible Schedules Xerox and Social Service Leave http://wfnetwork.bc.edu/template.php?name=casestudy

Flexibility Case Studies:

AFLAC's Full-time Schedule Options

ARUP Laboratories and the Seven-On/Seven-Off Schedule

Cisco Systems and Telework

KPMG LLP and Job Sharing

MITRE's Flexible Work Arrangement

PRO Group''s School Leave Policy

Rossetti and Flexible Schedules

RSM McGladrey and the Flexyear Option

Sojourner House and Flexible Schedules

Texas Instruments and Flexibility

The Ad Council's Flexible Work Schedule Policy

The Detroit Regional Chamber's Flexible Work Schedules

The University of North Carolina and Phased Retirement

Timberland and the Path of Service

Ward's Furniture and Flexible Schedules

Xerox and Social Service Leave

http://wfnetwork.bc.edu/template.php?name=casestudy

Sloan Network Resources Topic Pages Afterschool Care Changing Definitions of Families Dependent Care Tax Assistance Domestic Violence and the Workplace Elder Care at the Workplace Employer-Supported Child Care Family & Medical Leave Act (FMLA) Family Leave Flexible Work Schedules http://wfnetwork.bc.edu/template.php?name=topicpages Continued:

Topic Pages

Afterschool Care

Changing Definitions of Families

Dependent Care Tax Assistance

Domestic Violence and the Workplace

Elder Care at the Workplace

Employer-Supported Child Care

Family & Medical Leave Act (FMLA)

Family Leave

Flexible Work Schedules

http://wfnetwork.bc.edu/template.php?name=topicpages

Continued:

Sloan Network Resources Topic Pages Gender and Use of Workplace Policies Generation X/Generation Y Health and Workplace Flexibility Low Wage Workers Older Workers Overview Overwork Part-Time Work Phased Retirement Shift Work Telework http://wfnetwork.bc.edu/template.php?name=topicpages

Topic Pages

Gender and Use of Workplace Policies

Generation X/Generation Y

Health and Workplace Flexibility

Low Wage Workers

Older Workers Overview

Overwork

Part-Time Work

Phased Retirement

Shift Work

Telework

http://wfnetwork.bc.edu/template.php?name=topicpages

Sloan Network Resources Statistics and Fact Sheets: Afterschool Care Changing Definitions of Families Child Care Dependent Care: Tax Assistance Elder Care Employer-Supported Child Care Family & Medical Leave Act (FMLA) Family Leave Flexible Work Schedules http://wfnetwork.bc.edu/statistics.php Continued:

Statistics and Fact Sheets:

Afterschool Care

Changing Definitions of Families

Child Care

Dependent Care: Tax Assistance

Elder Care

Employer-Supported Child Care

Family & Medical Leave Act (FMLA)

Family Leave

Flexible Work Schedules

http://wfnetwork.bc.edu/statistics.php

Continued:

Sloan Network Resources Statistics and Fact Sheets: Gender and Use of Workplace Policies Generation X / Generation Y Health and Workplace Flexibility Low Wage Workers Older Workers Overwork Part-Time Work Phased Retirement Self Care Shift Work Telework Women in the Workforce http://wfnetwork.bc.edu/statistics.php

Statistics and Fact Sheets:

Gender and Use of Workplace Policies

Generation X / Generation Y

Health and Workplace Flexibility

Low Wage Workers

Older Workers

Overwork

Part-Time Work

Phased Retirement

Self Care

Shift Work

Telework

Women in the Workforce

http://wfnetwork.bc.edu/statistics.php

Contact Us Judi C. Casey, Sloan Work and Family Research Network, Boston College [email_address] ; 617.552.2866 Teresa Hopke, RSM McGladrey [email_address] ; 952.921.7753

Judi C. Casey, Sloan Work and Family Research Network, Boston College

[email_address] ; 617.552.2866

Teresa Hopke, RSM McGladrey

[email_address] ; 952.921.7753