Class Flexibility Better Than A Bailout

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How workplace flexibility has become even more important for business success.

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  • Class Flexibility Better Than A Bailout

    1. 1. Flexibility: Better Than a Bailout Circle of Business March 17th, 2009 ThompsonConsulting, LLC. David J. Thompson, Ph.D. [email_address] 614-204-1781
    2. 2. Changing Demographics Balancing Work Responsibilities and Family Needs: The Federal Civil Service Response, Monthly Labor Review, Vol. 113 no 3. pg. 16
    3. 3. Changing Demographics 1977-2008 <ul><li>42% to 49% </li></ul><ul><li>35% to 65% </li></ul>
    4. 4. The 21 st Century Workforce … Diverse and Complex <ul><li>Dual-focus workers with no “invisible” partner at home </li></ul><ul><li>Most (53%) have children or elders in their care </li></ul><ul><li>Career interruptions and episodes of less than full-time work </li></ul>Dual-focus ( equal weighting; shifting between priorities) Dual-focus workers predominate 3 to 1 Source: Burud & Tumolo, Leveraging the New Human Capital (2004)
    5. 5. The Pipeline Is Even Less Work-Centric and More Family-Focused Source: FWI Generation & Gender Study 12-13% 41% 22% 50-52% Family-Centered Work-Centered Gen Y / Gen X Baby Boomers
    6. 6. Reduced Aspirations <ul><li>Fewer employees today want to move to positions </li></ul><ul><li>of greater responsibility. </li></ul><ul><li>68% of college-educated men wanted to move into jobs with more responsibility in 1992 vs. only 52% in 2002 </li></ul><ul><li>57% of college-educated women wanted to move into jobs with more responsibility in 1992 vs. only 36% in 2002 </li></ul>Source: FWI / Catalyst / Boston College Study WHY? “ The sacrifices I would have to make in my personal life.”
    7. 7. Changed Aspirations <ul><li>In Generation Y (under 29 years old) young women are just as likely today as young men to want jobs with greater responsibility </li></ul>Source: Times are Changing, 3/09
    8. 8. Disengagement Is Growing Workers Who Are Engaged in Their Work Workers Who Are ACTIVELY DISENGAGED in Their Work Workers Who Are NOT Engaged in Their Work Source: Gallup Engaged Workers Index (2003)
    9. 10. 2003 2005 2004 2006
    10. 11. Work-Life: More than just a program <ul><li>Company culture </li></ul><ul><li>Management style </li></ul><ul><li>Complex combination of policies, practices and tools </li></ul><ul><li>Skill, training and practice </li></ul>
    11. 12. Myths and Misconceptions <ul><li>It’s too expensive </li></ul><ul><li>It’s only needed or used by slackers </li></ul><ul><li>It’s “soft”; impact can’t be measured </li></ul><ul><li>It’s only for “new” companies </li></ul><ul><li>It’s unnecessary; peripheral to business success </li></ul>
    12. 13. How the Benefit Dollar Is $pent Life Insurance 1.5 % Work-Life 5.1% Supplemental Pay 5.1% Retirement and Savings Plans 11.3 % Legally Required 29.1 % Medical and Related Benefits 24.3 % Payment for time not worked 23.6 % Source: U.S. Bureau of Labor Statistics (2007). Employer costs for employee compensation
    13. 16. Flexibility and Job Satisfaction Job too demanding to meet personal/family responsibilities Marriott managers participating in FWA pilots % of respondents who “strongly agree” or “agree” 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Pre-pilot Post-pilot Emphasis on hours, not work accomplished Advancement limited by hours worked Feel drained at end of day Management is supportive Co-workers are supportive 43% 15% 73% 29% 77% 83% 36% 59% 46% 56% 63% 71%
    14. 17. Measuring the Impact <ul><li>&quot;87%&quot; of employees and &quot;70%&quot; of managers report that flexible work arrangements have positive effects on productivity </li></ul><ul><li>&quot;87%&quot; of employees and &quot;65%&quot; of managers report that flexible work arrangements have positive effects on the quality of work </li></ul><ul><li>&quot;80%&quot; of employees and &quot;76%&quot; of managers report that flexible work arrangements have positive effects on retention </li></ul>
    15. 18. There Are Positive Outcomes for Employees in Effective Workplaces <ul><li>Sources: 2002 NSCW, 2004 When Work Works </li></ul>Sources: 2002 NSCW, 2004 When Work Works 81% 18 Job Satisfaction L M H 2 15 82% 15 3 Engagement L M H 77% 14 9 Retention L M H 36% 49 Mental Health L M H 81% 18 Job Satisfaction L M H 2 15 82% 15 3 Engagement L M H 77% 14 9 Retention L M H 36% 49 Mental Health L M H
    16. 19. Empirical Definition of an Effective Workplace <ul><li>Job autonomy </li></ul><ul><li>Involvement in management decision-making </li></ul><ul><li>Challenging work and continuous learning </li></ul><ul><li>Supervisors support employees’ success on the job </li></ul><ul><li>Co-worker support </li></ul><ul><li>Workplace flexibility </li></ul><ul><li>Minimization of status distinctions </li></ul><ul><li>Source: Families and Work Institute, Watson Wyatt </li></ul>
    17. 20. The Commitment Pyramid Drivers Enablers Sufficient compensation Recognition Career Opportunities Work/Life Effectiveness Support & Control over work Foundation Respected Organization Source: WFD Consulting
    18. 21. Being an “Employer of Choice” Pays 29.8% 11.4% 33.3% 18.3% 35.5% 17.6% Three-year return Five-year return Ten-year return Fortune 100 Best Companies S&P 500
    19. 22. Implementing Work-Life: A Spectrum of Practice <ul><li>Accommodation-Based </li></ul><ul><li>Private deals based on individuals needs </li></ul><ul><li>Inconsistent implementation (secret) </li></ul><ul><li>Restricted access </li></ul><ul><li>Business-Based </li></ul><ul><li>Decisions based on both business and individual needs </li></ul><ul><li>Policy infrastructure that defines scheduling options and supports consistent implementation </li></ul><ul><li>Culture of </li></ul><ul><li>Effectiveness </li></ul><ul><li>Incorporates options for formal arrangements as well as widespread, occasional flexibility </li></ul><ul><li>Culture rewards results </li></ul><ul><li>Agility viewed as management strategy </li></ul>Work The Policy Let’s Make a Deal
    20. 23. Certification Classes Through COB <ul><li>Intro to Work-Life Effectiveness </li></ul><ul><ul><li>May 18-19th, (20th) </li></ul></ul><ul><li>The Flexible Workplace - Strategies for Your Organization </li></ul><ul><ul><li>August 12-13th (14th) </li></ul></ul>
    21. 24. <ul><li>Dissectible, interchangeable, at rest unless externally controlled </li></ul>Core Beliefs Are a Challenge Organisms Mechanisms Whole, active, unique, self-regulating Source: Burud and Tumolo, 2004
    22. 25. A Shift in Focus … From To Workplace flexibility (a team sport) Individual flexible work arrangements Energy management Time management Dual-focus worker Work-primary Employee-driven Top-down Total rewards Monetary rewards Customization Standardization
    23. 26. If You Want … <ul><li>Engaged employees </li></ul><ul><li>Aligned with and enthusiastic about achieving organizational goals </li></ul><ul><li>Functioning at full potential </li></ul><ul><li>Focused and connected with others </li></ul>
    24. 27. End of the Zero Sum Game Source: Friedman, Christiensen & DeGroot, Work and Life: End of the Zero Sum Game (2000) Whole Person Priorities Experiment
    25. 28. Which business case would be the most compelling to your leaders? <ul><li>Attracting and retaining employees </li></ul><ul><li>Increasing employee engagement/commitment </li></ul><ul><li>Reducing turnover </li></ul><ul><li>Reducing Absenteeism and sick days </li></ul><ul><li>Increasing customer satisfaction </li></ul><ul><li>Reducing operational and labor costs </li></ul><ul><li>Increasing productivity and profitability </li></ul><ul><li>Improving staffing coverage to meet business demands </li></ul><ul><li>Enhancing innovation and creativity </li></ul><ul><li>Other </li></ul>
    26. 29. Which business case would be the most compelling to your leaders? HR Attraction/Retention Motivation Reducing turnover Operations Reducing operational and Labor costs Customers Increase customer Satisfaction Staffing coverage
    27. 30. Thank You! [email_address]

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