Work life-balance


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Work life-balance

  1. 1. WORK LIFE BALANCE Autumn semester 2010
  2. 2. WHAT IS WLB? <ul><li>being aware of different demands on time and energy </li></ul><ul><li>having the ability to make choices in the allocation of time and energy </li></ul><ul><li>knowing what values to apply to choices </li></ul><ul><li>making choices. </li></ul>
  3. 3. STRIKING A BALANCE <ul><li>For employees : Different individuals will have different expectations and needs at different times in their life </li></ul><ul><li>For customers : Organisations need to respond to the demands of their customers if they are to continue to be successful </li></ul><ul><li>For organisations : Organisations need to be able to manage costs, maintain profitability and ensure that teams work effectively together. </li></ul>
  4. 4. WHY THE CHANGE? (1) <ul><li>Changing structure of working population </li></ul><ul><li>In full- or part-time education until older more of us are opting to retire earlier </li></ul><ul><li>UK: Largest growth in labour market participation 1990-2000 = mothers with young children </li></ul><ul><li>UK: 66% of the increase in population 2000-2025 because of immigration </li></ul><ul><li>Generation Y (born 1978+): Look at an organisation’s track record on corporate social responsibility Not afraid to negotiate flexible working </li></ul>
  5. 5. WHY THE CHANGE? (2) <ul><li>UK: 22.5 m +people in service sector just 4.6 million in manufacturing </li></ul><ul><li>Intensity of work has increased: average working hours are shorter, but work is carried out faster Affects all EU countries, all industries, all occupational categories. </li></ul><ul><li>Changes in technology (IT and telephony: Give employers more flexibility in how ask people to work 80% of managers: virtual working (e-working) = key business issue </li></ul>
  6. 6. WHY THE CHANGE? (3) <ul><li>24/7 culture - Customers expect service at times that suit them </li></ul><ul><li>More and more people have to juggle responsibilities at home and in the workplace </li></ul><ul><li>Surveys show two concerns that emerge most frequently: - are long hours - work intensity </li></ul>
  7. 7. WHY THE CHANGE? (4) <ul><li>¾ say they are working very hard; many say working as hard as they can, not imagine being able to work any harder. Many people find that work gets in the way of non-work commitments </li></ul><ul><li>1/5 take work home almost every day </li></ul><ul><li>Technology means many are continuously accessible, but at what cost? </li></ul><ul><li>1/3 partners of people who typically work more than 48 hours a week feel negative effect on personal relationships </li></ul><ul><li>Only 33% of workers say employer has any family-friendly practices </li></ul>
  8. 8. BUSINESS BENEFITS OF WLB (1) INCREASED PRODUCTIVITY <ul><li>Employee control over their tasks affects effectiveness </li></ul><ul><li>49% of companies saw a positive increase in productivity ( DTI, 2003 ). </li></ul>
  9. 9. BUSINESS BENEFITS OF WLB (2) RECRUITMENT AND RETENTION: <ul><li>Labour turnover is expensive: - direct replacement costs - loss of skills and knowledge. </li></ul><ul><li>All workers interested in good work-life balance - particularly important to carers, parents (mothers and fathers), graduates and older workers (DTI ) </li></ul><ul><li>“ Employer of choice” </li></ul><ul><li>Case: BT saved £3 million in recruitment costs / year to March 2003: - 98% of women returned after maternity leave </li></ul>
  10. 10. BUSINESS BENEFITS OF WLB (3) ABSENTEEISM <ul><li>The CBI believes that absenteeism levels are the main reason why UK productivity lags behind the US and some parts of Europe, costing the UK £11.6 billion per year. </li></ul><ul><li>Good work-life balance policies take account of long-term absence, the causes of stress and the needs of different groups. See our work on Health and Wellbeing </li></ul><ul><li>The London Borough of Camden experienced a 2.5% reduction in the cost of sickness absence in the first year it introduced a work-life balance strategy. </li></ul>
  11. 11. BUSINESS BENEFITS OF WLB (3 ...) ABSENTEEISM <ul><li>Absenteeism levels main reason why UK productivity lags behind the US etc - costing the UK £11.6 billion per year (CBI ) </li></ul><ul><li>Good work-life balance policies take account of: - long-term absence - causes of stress - needs of different groups </li></ul><ul><li>Case: London Borough of Camden experienced a 2.5% reduction in the cost of sickness absence in first year </li></ul>
  12. 12. BUSINESS BENEFITS OF WLB (4) OVERHEADS/ CUSTOMER EXPERIENCE <ul><li>Case: BT saved £52 million in overheads in 2003: - increasing its number of home workers - annual saving of £10 million in fuel costs </li></ul><ul><li>Improved customer experience - cover for absence & holidays </li></ul><ul><li>More motivated, satisfied and equitable workers </li></ul><ul><li>Improved morale, commitment, engagement </li></ul>
  13. 13. TARGETS <ul><li>Work-life balance is achieved when an individual’s right to a fulfilled life inside and outside paid work is accepted and respected as the norm, to the mutual benefit of the individual, business and society </li></ul><ul><li>Not just for women </li></ul><ul><li>Adult carers </li></ul><ul><li>Sandwich generation </li></ul><ul><li>Generational differences (Gen X, Gen Y, PC generation) </li></ul>
  14. 14. BUSINESS BENEFITS <ul><li>Work-life balance business benefits include: </li></ul><ul><li>Increased productivity </li></ul><ul><li>Improved recruitment and retention </li></ul><ul><li>Lower rates of absenteeism </li></ul><ul><li>Reduced overheads </li></ul><ul><li>An improved customer experience </li></ul><ul><li>A more motivated, satisfied and equitable workforce. </li></ul>
  15. 15. BEST PRACTICE <ul><li>Review business and employee needs to meet customer needs, employee satisfaction and ensure compatibility with legislation </li></ul><ul><li>Research other organisations’ experiences </li></ul><ul><li>Set success measures, including productivity markers, labour turnover, sickness and absence rates </li></ul><ul><li>Consult with management and staff representatives about implementation. </li></ul><ul><li>Support management through implementation </li></ul><ul><li>Monitor progress & adapt </li></ul>
  16. 16. DEMOGRAPHICS DON’T GO AWAY <ul><li>Spend longer in education/ choose to retire earlier </li></ul><ul><li>Growth in labour market among mothers with young children </li></ul><ul><li>Immigration account population growth </li></ul><ul><li>Young workers not afraid to negotiate flexible working </li></ul>
  17. 17. WHAT ARE EMPLOYERS DOING? (1) <ul><li>Flexible working </li></ul>  Total % Male % Female % Base: All full/part-time workers (1,193) (591) (602) Working part-time 53 38 71 Variable working hours (coming in/leaving late or early) 51 49 52 Job sharing 28 23 34 Working from home 20 21 20
  18. 18. NOTE: GAP BETWEEN OFFER AND TAKE-UP. INDICATES THAT OFFER IS SUITABLE?   Total % Male % Female % Term-time-only working 19 14 26 Annualised hours 18 17 18 Nine-day fortnight 10 10 10 Other 3 2 5 Don't know 1 1 1 None 19 26 12
  19. 19. WHAT ARE EMPLOYERS DOING? (2) <ul><li>Employee assistance programmes </li></ul><ul><li>Financial services eg subsidised insurance or loans </li></ul><ul><li>Loans /allowances to help pay for childcare </li></ul><ul><li>Workplace crèches or medical centres </li></ul><ul><li>Wellness to protect health/ prevent stress </li></ul>
  20. 20. WHAT ABOUT LAW? <ul><li>Legal demands include: </li></ul><ul><li>Annual leave </li></ul><ul><li>Working time </li></ul><ul><li>Parental leave </li></ul><ul><li>Time off for dependant care </li></ul><ul><li>Maternity leave </li></ul><ul><li>Paternity leave </li></ul><ul><li>Adoption leave </li></ul><ul><li>Right to request flexible working </li></ul><ul><li>Part-time work </li></ul><ul><li>Detriment </li></ul>
  21. 21. WHAT TO DO? <ul><li>Identify business need </li></ul><ul><li>Adapt policies to match operational </li></ul><ul><li>Include measures for performance </li></ul><ul><li>Develop clear </li></ul><ul><li>Lead from the top </li></ul><ul><li>Communicate </li></ul><ul><li>Monitor progress and draw lessons from experience </li></ul>
  22. 22. IN CONCLUSION ... <ul><li>Meeting place: - employers desire productive organisation and highly motivated workforce - governments wish for a high-value-added, high-employment economy and just fair society </li></ul><ul><li>Complementary not conflicting forces </li></ul><ul><li>Traditional view: - battle with lazy workers - burden of legislation VERSUS - employees juggling commitment - workers overworked, excessive hours, stress </li></ul><ul><li>High performance firms - empower workforce, get discretionary effort FW employees – more engaged, more productive </li></ul>