Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
The business case for work life integration solutions
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The business case
Organisations that recognise the importance of
implementing work-life balance initiatives will
benefit from a more engaged, productive and
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Source: 1.Australian Human Rights Commission; 2. Galaxy Poll for CareerOne; 3.Andrew May,The Science of High Performance - The Work/Life Balance Myth; 4.ABS, Labour Force,Australia 2012; 5.ABS,Australian social trends 2012, Older People
and the Labour Market; 6. Medibank Private Study,August 2008,Work/Life balance foundation; 7. My Family Care,Working Parent Survey 2009; 8. InSync 2012 retention review survey; 9. InSync 2012 retention review survey; 10. Mind Survey 2010
Believe it is hard
to maintain a healthy
Of employees are
stressed and anxious
Of Dads feel they
don’t spend enough
time with their children
THIS IS YOUR
THE CASE FOR WORK-LIFE INITIATIVES
SM TW Th FS
THIS IMPACTS YOUR WORK PLACE BUT THERE ARE SOLUTIONS
WE’RE A STRESSED OUT BUNCH
Lost in productivity
each year multiple childcare
breakdowns each year
Home-life factors play a major part in people leaving their jobs
Build your sustainable workforce
with SeventeenHundred’s practical
Avg. turnover costs organisations
of 100+ $1 million p.a.
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For working parents, carers and those transitioning into retirement, the competing demands of work-life, and caring
responsibilities can have a significant impact on job performance, focus, attendance and happiness.
Providing genuine support to employees can increase their engagement, productivity and loyalty. In addition, work-life
programs have consistently shown to positively affect financial performance and stock prices.1
Whether your organisation is large or small, helping your employees integrate work and life is a strategic business
Attraction, retention, diversity, improved engagement and productivity, reduced absenteeism and costs; compliance
6 Legislation and compliance
Changes to legislative and compliance requirements provide an added incentive for work-life balance initiatives
7 Programs and services
Solutions that assist employers with their diversity, attraction, retention and engagement strategies; some of our clients
10 Word on the street
Clients and employees have been saying positive things
12 An employee life cycle
Our programs will help you through the duration of an employee’s time with you - here’s how
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Improved financial performance
Work-life initiatives have been shown to affect financial
performance and stock prices. One study, found that
organisations emphasising the quality of life for employees
had higher sales growth and return on asset growth over
a 5 year period.1
Recent studies also showed that
announcements of work-life programs improved share
The additional benefits to an organisation of improved
employee satisfaction and productivity also contribute to this
improved financial performance.
Attraction of the best talent -
Becoming an employer of choice
Working parents and carers represent a large talent pool.
In Australia, 38% of all employees have unpaid caring
responsibilities as parents, disability and ageing caregivers.2
The prevalence of carers in our society is only likely to
grow with the ageing population, currently more than 1 in 5
workers are aged 55 or over in Australia and 1 in 4 are aged
over 50 in New Zealand.
Additionally the median age of Australians is expected
to increase from 36.8 years in 2007 to 45.2 in 2056. The
proportion of Australians over 65 years could increase from
13% to 25% during the same time period.3
This diverse workforce will seek forward thinking
organisations that provide genuine support for integrating
work-life commitments. The current skills shortage combined
with competition for skilled talent means offering work-life
programs can be a cost-effective solution, especially when
considering family and other life circumstances play a
major part in the decision for women and men leaving an
organisation, 47% and 40% respectively.4
Retention of talent
Numerous studies suggest that work-life and work-family
policies lead to increased employee retention rates, which
translate into significant cost savings in employee turnover
and thereby reduction in recruitment and training costs.5
The provision of unpaid care impacts retention and
workforce participation. Many struggle to balance their work
commitments and caring responsibilities, with carers more
likely to leave employment than reduce their hours.2
has a particular impact on female workforce participation: in
Australia 92% of women are the primary carers for children
with a disability, 70% for parents and 52% for partners.2
Men are also taking a bigger role in the provision of care.
48% of the time males are the primary carer for their
and 43% of all fathers want to spend more time
with their children.6
According to a recent survey, staff turnover costs an
organisation with 100 employees around $1 million
Organisations could save around $280,000
per year for every 100 staff they employ by reducing their
turnover by just 5%.7
Thus implementation of work-life initiatives is a financially
viable solution when you consider that 80% of turnover is
within an organisation’s control and that employees are
86% more likely to stay if they are satisfied with their
work-life balance and stress levels8
(this is based on the
assumption of avg. 18% turnover rate, an average salary of
Improved financial performance;
attraction and retention of the best talent;
greater diversity and inclusion;
improved engagement and productivity;
reduced absenteeism and costs;
compliance with legislation
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$75,000 and turnover cost per employee of 75% of annual
Recent research also shows that 27% of employees working
in an organisation not perceived to support work-life balance
plan to leave their company within the next two years.
Conversely, companies that rank in the top quartile (for
supporting employees achieve a balance) have a lower
dissatisfaction rate with only 17% considering leaving.9
10% reduction in turnover for an organisation with 1000
employees would result in savings of over $5.6 million over
Additionally, comprehensive work-life support that includes
programs and policies for pregnancy and parental leave
have proven to contribute to an increased return rate from
parental leave and the retention of talented employees.
This enables those who take parental leave to reach their
potential in the workforce.10
Women who are more satisfied
with their jobs and are more likely to stay after having a
child when they feel their organisation and manager are
responsive to their work-family needs.11
A recent report from Diversity Council Australia showed the
benefits of increased retention with mature-age workers,
finding that organisations can experience an average
net benefit of $1,956 per mature-age employee per year
generated from higher retention rates, lower absenteeism,
and decreased recruitment costs.12
Greater diversity and inclusion
Diversity and inclusion in the workplace and within
leadership teams are critical success factors in making
better decisions and developing more innovative business
Research conducted by organisations McKinsey & Catalyst
has shown that Fortune 500 companies with more women
on their boards tend to be more profitable.13
research shows groups with diverse perspectives and
flexibility in thinking almost always outperform homogeneous
groups in a business environment and lead to higher levels
of creativity, innovation and organisational agility.14
A focus on initiatives and practices that support diversity and
inclusion enable organisations to attract and retain the best
talent to build high performing environments.
People finding it difficult to
manage work-life were up to 6 x
more likely to intend to leave.
Diversity Council of Australia
Women who feel in control of
their working lives as well as
their home life responsibilities are
more likely to embrace a career
and give your business the talent
Work Life Balance - Department of Trade & Industry
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Improved engagement and productivity
Engagement research shows a strong correlation to
business outcomes essential to an organisation’s financial
success; namely productivity, profitability and customer
satisfaction. Engaged employees are also more likely to
drive innovation, growth and revenue15
. Companies with
high levels of engagement outperform their competitors,
being 27% more profitable, 38% more productive and 50%
having higher levels of customer loyalty16
Work-life programs have a significant impact on
employee satisfaction, engagement and commitment
and ‘Employers of Choice’ are shown to achieve
higher levels of productivity.
Reduced absenteeism and costs
Where people are struggling to maintain a work-life balance,
juggling work and home responsibilities can take its’ toll.
Working long hours can result in exhaustion, stress and
reduced effectiveness and impact general health and
Family and caring responsibilities are major causes of short-
term absence. Working parents have child care challenges,
on average, nine times a year with 98% having to take time
off as a result.18
In addition to this 58% of those caring for an
older person reported they were required to leave work early
or come in late.19
Considering the average cost of absenteeism in Australia
is $372 per day20
, the average cost to employers per full-
time working caregiver each year is therefore $2,861. This
means an organisation with 1000 employees could face
absenteeism costs of $1,103,625 per annum. With working
caregivers an essential and increasing part of the workforce,
these costs will only continue to rise.20
There is good news, however, according to a study by
the Alfred P. Sloan Foundation ‘“any funds spent by the
employer in helping with caregiving have a payback to
the employer of 3 to 13 times the cost”.19
Changes to legislative and compliance requirements
provide an additional incentive for the implementation of
work-life programs and policies. There is an ever-growing
focus on increasing diversity participation in the workplace
and increased protections for employees under various
discrimination acts. Subsequently organisations need to
be aware of the implications and costs associated by not
providing support to their employees.
The following federal and state
legislation covers workplace diversity
and equal opportunity in Australia
• The Australian Human Rights Commission Act 1986
• The Aged Discrimination Act 2004
• The Sex Discrimination Act 1984
• The Racial Discrimination Act 1975
• The Racial Hatred Act
• The Disability Discrimination Act
• The Workplace Gender Equality Act 2012
• The Fair Work Act and National Employment Standards
There are many state-based anti-discrimination and OH&S
laws across Australia. Go to www.antidiscrimination.gov.au
to see which apply to your organisation.
In addition, the Australian Securities Exchange (ASX)
requires entities to establish a diversity policy, publish it, and
set measurable objectives for achieving gender diversity.
Employers are required to comply with
a number of acts in New Zealand to
ensure employees are treated fairly
• Human Rights Act 1993
• Employment Relations Act 2000
• State Sector Act 1998
• Local Government Act 2002
• State-Owned Enterprises Act 1986
• Parental Leave and Employment Protection Act 1987
• Crown Entities Act 2004
• Equal Pay Act 1972
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SeventeenHundred’s work-life integration and diversity initiatives have been designed to assist organisations enhance
attraction and retention of the best talent; achieve greater diversity and inclusion; improve engagement and
productivity; reduce absenteeism and costs and achieve legislative and compliance requirements.
Our programs and services can be implemented in any timeframe to meet the needs of your business.
The Parental Support and Senior Living Programs
Unique online portals branded in your corporate colours designed to be accessed by your employees through your intranet,
from their home or mobile device, with information and support available on demand for Parental Support and Senior Living
Parental Support Program
Support for your employees who care for children from 0 to 18 years or a
dependent with special needs
• Access to a 24-hour / 7 days a week nanny, newborn carer, emergency care and babysitting
• National child care centre, primary and secondary school search
• Recommended family activities updated on a regular basis
• Information on government benefits and entitlements
• Complimentary on-demand parenting support from our professional consultants
• Access to our specialist parental and lifestyle workshops
Senior Living Program
Support for your employees transitioning into retirement or caring for
elderly loved ones
• Information and support through the retirement process including planning, guide to
superannuation and life after work
• A 24-hour / 7 days a week aged care worker booking service to assist with domestic duties
• National Aged Care facility search
• A step-by-step guide to help employees understand the level of care required for the
circumstance of their loved ones
• Access to our senior living and lifestyle workshops delivered on the client site by our specialist facilitators
• Complimentary on-demand senior living support from our professional consultants
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General, parental and senior living workshops with a focus on diversity, flexibility and lifestyle factors
Stay in Touch
HR initiative to keep employees connected and engaged before, during and after parental leave
Information guides to support employees (including dads) going on and returning from parental leave as well as
achieve flexible working arrangements
Family Friendly Events
Organisation of child friendly activities, games and entertainment, and the provision of qualified carers
On-site Childcare &Vacation Care
Care solutions that are perfect for managing your employees’ demands of finding childcare
Consulting solutions customised for the culture, structure and priorities of your business
SME Business Program
An opportunity for small businesses to access family programs, support and services
1. Van Deusen, Ladge, James, Harrington, Boston College Center for Work and Family. Building the Business Case for Work-Life Programs, 2007, p. 3.
2. Australian Human Rights Commission. Supporting Carers in the workplace – A Toolkit, 2013.
3. Australian Bureau of Statistics, Main Projection Series - Population size and growth, 2008.
4. Insync, The 2012 Insync Surveys Retention Review, 2012, p. 1.
5. Van Deusen, Ladge, James, Harrington, Boston College Center for Work and Family. Building the Business Case for Work-Life Programs, 2007, p. 4.
6. Parker, Kim and Wang, Wendy. Pew Research Social & Demographic Trends, Modern Parenthood, March 2013.
7. Insync, The 2012 Insync Surveys Retention Review, 2012, p. 2.*Assuming a staff turnover rate of 18%, an average salary of $75,000 and a conservative turnover cost per employee of 75% of
annual salary (including the cost of recruitment, selection, induction, training and lost productivity whilst getting up to speed).
8. Van Deusen, Ladge, James, Harrington, Boston College Center for Work and Family. Building the Business Case for Work-Life Programs, 2007, p. 4. *Based on average salary of $75,000
and a conservative turnover cost per employee of 75% of annual salary.
9. Hay Group, Developing a Culture of Work-Life Balance, 2013, p. 2.
10. Workplace Gender Equality Agency, Flexible Working Arrangements, p. 3.
11. Glass, J. and Estes, S.B., The Family Responsive Workplace. Annual Review of Sociology, 1997. Boston College Center for Work and Family. Building the Business Case for Work-Life
Programs, 2007, p. 3.
12. Tilly, Jo; Er. O’Leary, Jane and Dr Graeme Russell for Diversity Council Australia and Australian Human Rights Commission, Older Women Matter - Harnessing the talents of Australia’s older
female workforce, May 2013.
13. McKinsey , Women Matter: Women at the top of corporations: Making it happen, 2010.
14. Credit Suisse, Gender Diversity and Corporate Performance, 2012, p. 20.
15. Gallup, 2013 State of the American Workplace Report - Employee Engagement Insights for U.S. Business Leaders, 2013, p. 21.
16. Harter, James K. Ph.D.; Schmidt, Frank. L, Ph.D., et.al. Gallup: Q12 Meta-Analysis, 2013.
17. Galinsky, E., Bond, J. and Hill, J., When Work Works - a status report on workplace flexibility, who has it? who wants it? what difference does it make? Boston College Center for Work and
Family. Building the Business Case for Work-Life Programs, 2007, p. 4.
18. Employee Advisory Resource’s Employee Wellbeing Survey 2006.
19. MetLife, The MetLife Study of Caregiving Costs to Working Caregiver, 2006.
20. Safety Institute of Australia, Absenteeism rates higher in Australia, September 2012
Page 9www.seventeenhundred.com.au | Ph. 1300 00 1700
Some of our clients
Page 10www.seventeenhundred.com.au | Ph. 1300 00 1700
Being a full time working Mum can certainly be
very challenging at times.When I came across
the Family support program I was BLOWN
AWAY…I enjoyed reading the articles and
looking for some fun activities to do with my
kids. If you step foot in my house you will see the
meal planner on my fridge! Love it!
It is a program that provides support to the
carers that are generally forgotten. Many of
our employees who care for their parents get
frustrated at all the focus on parental support
and not enough for elder support.This is a great
It’s great to have on hand advice ready when you
need it at any time of the day. It is also reassuring
to know that my company value work/family life
balance and really live this philosophy for the
wellbeing of their staff.
As a first time, soon-to-be mother, it’s
comforting and reassuring to know that there
is help and support available to me so that
returning back to work after maternity leave isn’t
a daunting challenge and that work and home life
can be more balanced. It’s great that all the info is
on one page too!
Just the fact that my company has such a site is
great. Getting info on planning for retirement
(even though I’m quite a few years away) and
also understanding the challenges of the ageing
(which is great for me to read as I have ageing
parents) is also very helpful.
Each time I log into this website there are a lot
of interesting articles for me. Being a busy Mum
and accountant I love the information about
CCB and CCR in the ‘benefits section’...I have
also sourced information from this site for my
friends (like family fun, playgroups around my
area) who work in smaller companies that don’t
have such great facilities.
I love browsing the ideas for family weekends,
and how the company is flexible with my ever
changing needs as my family grows.The tips and
childcare information has been a big help with
adjusting from being a full time mother to a full
time working mother, and the budget saving tips
are helping my work/life balance out splendidly
with money left over sometimes too!
First of all; that the company has a program and
recognises people have other commitments or
priorities as well as their work and the effort
placed by the company to support the families
especially those who really need the assistance.
Secondly there are a variety of support features
through the website, not only for young children
but also for aged parents and grandparents.
I found the information regarding aged care very
useful when I was investigating options for
Page 11www.seventeenhundred.com.au | Ph. 1300 00 1700
The Australian Business Award
for ProductValue recognises
products that deliver
outstanding value offering a
point of difference from their
“ “Our organisation has offered a parental support
program through Seventeen Hundred going on 4
years now and we get consistent great feedback
from our employees.There is a lot of valuable
information for parents, especially first time
parents.The program provides great support
and services and recognises the importance of
families balancing a career and family life. Keep up
the great work!
- Employee Relations People & Culture,
EPAVictoria launched SeventeenHundred’s
Parental Support Program and Senior Living
Program in late 2012. Both programs have
been well received and well used. Employees
have commented that they find the programs
educational as well as a handy resource. Many
employees have commented they feel supported
personally as well as professionally, and that by
offering these programs, EPAVictoria recognises
it’s employees as more than just ‘workers’ but as
people who are part of a family.
- Director of Strategic Relations, EPAVictoria
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Promotion of your work-life
integration initiatives to be
recognised as an employer of choice.
ongoing communication of
the full service
with a focus
and email support
to employeesBabysitting vouchers
Locator reports for childcare or
Up to date
to ensure you
Stay in touch
www.seventeenhundred.com.au | Ph. 1300 00 1700
To ensure you get the best return on investment of our programs
and services we will work with you to successfully integrate work-
life solutions into your employee life cycle.