Work life balance April 2013

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Half day open training event on work-life balance held in Toronto, Canada.

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Work life balance April 2013

  1. 1. Balancing work with life in 2013by Toronto Training and HRApril 2013
  2. 2. Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Models of work-life balance9-10 Types of initiatives11-12 Strategies for balance13-14 Re-thinking work-life balance15-16 Drill17-18 Concerns for employers19-20 Problems21-22 Comments23-25 Attitudes26-29 Flexible working30-34 Compressed work schedules35-36 Software developers in Thailand37-38 Presenteeism39-40 Work-life flow41-42 Eldercare43-44 Vacations45-46 Dual-career couples in the petroleum industry47-48 What can employers do?49 Case studies50-51 Conclusion and questions
  3. 3. Page 3Introduction
  4. 4. Introduction to Toronto Trainingand HR• Toronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HRare:• Training event design• Training event delivery• Reducing costs, saving time plus improvingemployee engagement and morale• Services for job seekersPage 4
  5. 5. Page 5Definition
  6. 6. Definition• What is work-life balance?• Features• Components• LegsPage 6
  7. 7. Page 7Models of work-lifebalance
  8. 8. Models of work-life balance• Segmentation• Spillover• Compensation• Instrumental• ConflictPage 8
  9. 9. Page 9Types of initiatives
  10. 10. Types of initiatives• Flexible work options• Specialized leave policies• Dependant-care benefitsPage 10
  11. 11. Page 11Strategies for balance
  12. 12. Strategies for balance• Time is overrated• Night owls and early birds• Shifting focus• Slacker’s delight• TwoFers• Daily rituals• Negotiating wisely• Long weekends• UnplugPage 12
  13. 13. Page 13Rethinking work-lifebalance
  14. 14. Re-thinking work-life balance• The wish-list• Questions• Small steps• Taking ownershipPage 14
  15. 15. Page 15Drill
  16. 16. Page 16Drill
  17. 17. Page 17Concerns for employers
  18. 18. Concerns for employers• Growth and profits• Complete involvement andservices to the customers• Competitive advantage• Solution to healthcare costsPage 18
  19. 19. Page 19Problems
  20. 20. Problems• Organizational• Work-life interface• Personal and familyPage 20
  21. 21. Page 21Comments
  22. 22. Comments• Organization• Immediate manager• GeneralPage 22
  23. 23. Page 23Attitudes
  24. 24. Attitudes 1 of 2WORK-LIFE BALANCE• It is not the employer’sresponsibility to help peoplebalance their work and familylife• Having more choice inworking arrangementsimproves workplace moralePage 24
  25. 25. Attitudes 2 of 2FLEXIBLE WORKING• It is not the employer’sresponsibility to help peoplebalance their work and familylife• Having more choice inworking arrangementsimproves workplace moralePage 25
  26. 26. Page 26Flexible working
  27. 27. Flexible working 1 of 3• Flexi-time• Part-time• Staggered hours• Compressed work weeks• Job sharing• Term-time working• Teleworking• Career breaks• Parental leave• Dependant care leave
  28. 28. Flexible working 2 of 3• Right to request• Availability• Take-up• Importance• ConsequencesPage 28
  29. 29. Flexible working 3 of 3• Positive consequences• Negative consequences• Reasons for not making arequest• Audits and checklistsPage 29
  30. 30. Page 30Compressed workschedules
  31. 31. Compressed work schedules 1 of 4• Benefits to the employees• Benefits to the organization• Benefits to clients orcustomers• Benefits to broad societyPage 31
  32. 32. Compressed work schedules 2 of 4• Internal stakeholders• External stakeholdersPage 32
  33. 33. Compressed work schedules 3 of 4PERCEPTIONS• Employee satisfaction• Employer satisfaction• InterfacingPage 33
  34. 34. Compressed work schedules 4 of 4DECISION-MAKING PROCESS• Identify the people involved• Think about the purpose fora change• Process should beparticipatory, flexible and fair• Consider perceptions of keystakeholders• Develop, track and assessperformance measuresPage 34
  35. 35. Page 35Software developers inThailand
  36. 36. Software developers in Thailand• Background• Questions asked• Three distinct attitudes• Leave or stay?Page 36
  37. 37. Page 37Presenteeism
  38. 38. Presenteeism• Definition• Types of worker• Explore and address theeffects of the organization’sculture• The line manager’s role• Maintaining a focus onemployee wellbeingPage 38
  39. 39. Page 39Work-life flow
  40. 40. Work-life flow• Definition• Why is it important?• Mindset• Time management• Managing your workplaceand home environmentPage 40
  41. 41. Page 41Eldercare
  42. 42. Eldercare• Absenteeism• PresenteeismPage 42
  43. 43. Page 43Vacations
  44. 44. Vacations• Reasons to take yourvacation on time every time• Tips for doing your vacationrightPage 44
  45. 45. Page 45Dual-career couples in thepetroleum industry
  46. 46. Dual-career couples in thepetroleum industryCHALLENGES• Relocation• Rearing a child• Policies to be reviewedPage 46
  47. 47. Page 47What can employers do?
  48. 48. What can employers do?• Increasing the number ofsupportive managers withinthe organization• Providing flexibility aroundwork• Increasing employees senseof control• Focussing on creating a moresupportive work environmentPage 48
  49. 49. Page 49Case studies
  50. 50. Page 50Conclusion and questions
  51. 51. Page 51Conclusion and questions• Summary• Videos• Questions

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