being aware of different demands on time and energy
having the ability to make choices in the allocation of time and energy
knowing what values to apply to choices
STRIKING A BALANCE
For employees : Different individuals will have different expectations and needs at different times in their life
For customers : Organisations need to respond to the demands of their customers if they are to continue to be successful
For organisations : Organisations need to be able to manage costs, maintain profitability and ensure that teams work effectively together.
WHY THE CHANGE? (1)
Changing structure of working population
In full- or part-time education until older more of us are opting to retire earlier
UK: Largest growth in labour market participation 1990-2000 = mothers with young children
UK: 66% of the increase in population 2000-2025 because of immigration
Generation Y (born 1978+): Look at an organisation’s track record on corporate social responsibility Not afraid to negotiate flexible working
WHY THE CHANGE? (2)
UK: 22.5 m +people in service sector just 4.6 million in manufacturing
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.
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
WHY THE CHANGE? (3)
24/7 culture - Customers expect service at times that suit them
More and more people have to juggle responsibilities at home and in the workplace
Surveys show two concerns that emerge most frequently: - are long hours - work intensity
WHY THE CHANGE? (4)
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
1/5 take work home almost every day
Technology means many are continuously accessible, but at what cost?
1/3 partners of people who typically work more than 48 hours a week feel negative effect on personal relationships
Only 33% of workers say employer has any family-friendly practices
BUSINESS BENEFITS OF WLB (1) INCREASED PRODUCTIVITY
Employee control over their tasks affects effectiveness
49% of companies saw a positive increase in productivity ( DTI, 2003 ).
BUSINESS BENEFITS OF WLB (2) RECRUITMENT AND RETENTION:
Labour turnover is expensive: - direct replacement costs - loss of skills and knowledge.
All workers interested in good work-life balance - particularly important to carers, parents (mothers and fathers), graduates and older workers (DTI )
“ Employer of choice”
Case: BT saved £3 million in recruitment costs / year to March 2003: - 98% of women returned after maternity leave
BUSINESS BENEFITS OF WLB (3) ABSENTEEISM
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.
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
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.
BUSINESS BENEFITS OF WLB (3 ...) ABSENTEEISM
Absenteeism levels main reason why UK productivity lags behind the US etc - costing the UK £11.6 billion per year (CBI )
Good work-life balance policies take account of: - long-term absence - causes of stress - needs of different groups
Case: London Borough of Camden experienced a 2.5% reduction in the cost of sickness absence in first year
BUSINESS BENEFITS OF WLB (4) OVERHEADS/ CUSTOMER EXPERIENCE
Case: BT saved £52 million in overheads in 2003: - increasing its number of home workers - annual saving of £10 million in fuel costs
Improved customer experience - cover for absence & holidays
More motivated, satisfied and equitable workers
Improved morale, commitment, engagement
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
Not just for women
Generational differences (Gen X, Gen Y, PC generation)
Work-life balance business benefits include:
Improved recruitment and retention
Lower rates of absenteeism
An improved customer experience
A more motivated, satisfied and equitable workforce.
Review business and employee needs to meet customer needs, employee satisfaction and ensure compatibility with legislation
Research other organisations’ experiences
Set success measures, including productivity markers, labour turnover, sickness and absence rates
Consult with management and staff representatives about implementation.
Support management through implementation
Monitor progress & adapt
DEMOGRAPHICS DON’T GO AWAY
Spend longer in education/ choose to retire earlier
Growth in labour market among mothers with young children
Immigration account population growth
Young workers not afraid to negotiate flexible working
WHAT ARE EMPLOYERS DOING? (1)
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
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
WHAT ARE EMPLOYERS DOING? (2)
Employee assistance programmes
Financial services eg subsidised insurance or loans
Loans /allowances to help pay for childcare
Workplace crèches or medical centres
Wellness to protect health/ prevent stress
WHAT ABOUT LAW?
Legal demands include:
Time off for dependant care
Right to request flexible working
WHAT TO DO?
Identify business need
Adapt policies to match operational
Include measures for performance
Lead from the top
Monitor progress and draw lessons from experience
IN CONCLUSION ...
Meeting place: - employers desire productive organisation and highly motivated workforce - governments wish for a high-value-added, high-employment economy and just fair society
Complementary not conflicting forces
Traditional view: - battle with lazy workers - burden of legislation VERSUS - employees juggling commitment - workers overworked, excessive hours, stress
High performance firms - empower workforce, get discretionary effort FW employees – more engaged, more productive