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Work life-balance

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work life balance

work life balance

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    Work life-balance Work life-balance Presentation Transcript

    • WORK LIFE BALANCE Autumn semester 2010
    • WHAT IS WLB?
      • 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
      • making 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
    • TARGETS
      • 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
      • Adult carers
      • Sandwich generation
      • Generational differences (Gen X, Gen Y, PC generation)
    • BUSINESS BENEFITS
      • Work-life balance business benefits include:
      • Increased productivity
      • Improved recruitment and retention
      • Lower rates of absenteeism
      • Reduced overheads
      • An improved customer experience
      • A more motivated, satisfied and equitable workforce.
    • BEST PRACTICE
      • 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)
      • Flexible working
        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:
      • Annual leave
      • Working time
      • Parental leave
      • Time off for dependant care
      • Maternity leave
      • Paternity leave
      • Adoption leave
      • Right to request flexible working
      • Part-time work
      • Detriment
    • WHAT TO DO?
      • Identify business need
      • Adapt policies to match operational
      • Include measures for performance
      • Develop clear
      • Lead from the top
      • Communicate
      • 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