Half day open interactive workshop in Toronto on work-life balance

1. Balancing work with life by Toronto Training and HR June 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-7 Definitions 8-9 Benefits of a better work-life balance 10-11 Indicators of psychological wellbeing 12-17 Factors of work-life balance 18-21 Outcomes of work-life balance 22-23 What happens when the balance fails? 24-25 Drill A 26-28 Impact of technology on the science sector 29-31 Challenges faced by older workers 32-33 Unresolved issues 34-47 What can be done or is being done? 48-49 Drill B 50-51 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definitions 1 of 2 Work-life balance Stress

9. Page 7 Definitions 2 of 2 WORK-LIFE CONFLICT Role overload Work to family interference Family to work interference Work to family spillover Caregiver strain

10. Page 8 Benefits of a better work-life balance

11. Page 9 Benefits of a better work-life balance A greater ability to attract, retain and motivate employees Reduced absenteeism Heightening employees’ energy, creativity and ability to handle stress Increased job satisfaction

12. Page 10 Indicators of psychological wellbeing

13. Page 11 Indicators of psychological wellbeing Life satisfaction Job satisfaction Stress Distress Social & organizational support Stressors

14. Page 12 Factors of work-life balance

15. Page 13 Factors of work-life balance 1 of 5 WORK DEMANDS Job type Time in work Travel demands Time in education Job stress

16. Page 14 Factors of work-life balance 2 of 5 DEMOGRAPHIC CHARACTERISTICS Age Education Socio-economic status Residence Family type

17. Page 15 Factors of work-life balance 3 of 5 NON-WORK DEMANDS Responsibilities Children Elderly Disabled Grandchildren Time in Home chores Child care Eldercare Voluntary work

18. Page 16 Factors of work-life balance 4 of 5 INDIVIDUAL/FAMILY MODERATORS Work different hours Technology Have fewer children Delay family Use of coping mechanisms

19. Page 17 Factors of work-life balance 5 of 5 ORAGNIZATIONAL MODERATORS Work arrangement Union membership Perceived flexibility Work environment Supportive management Supports offered by organization Refuse overtime

20. Page 18 Outcomes of work-life balance

21. Page 19 Outcomes of work-life balance 1 of 3 ORGANIZATIONAL OUTCOMES Organizational commitment Job satisfaction Job stress Intent to turnover Rating of organization Absenteeism

22. Page 20 Outcomes of work-life balance 2 of 3 FAMILY OUTCOMES Family adaptation Family life satisfaction Parental satisfaction Positive parenting Family integration

23. Page 21 Outcomes of work-life balance 3 of 3 EMPLOYEE OUTCOMES Perceived stress Depressed mood Burnout Life satisfaction Perceived physical health

24. Page 22 What happens when the balance fails?

25. Page 23 What happens when the balance fails? Role overload Role interference Role spillover Caregiver strain

26. Page 24 Drill A

27. Page 25 Drill A

28. Page 26 Impact of technology on the science sector

29. Page 27 Impact of technology on the science sector 1 of 2

30. Page 28 Impact of technology on the science sector 2 of 2

31. Page 29 Challenges faced by older workers

32. Page 30 Challenges faced by older workers 1 of 2 Development of caregiving responsibilities Disability onset Changes in family circumstances Changes in preferences

33. Page 31 Challenges faced by older workers 2 of 2 CHARACTERISTICS OF OLDER WORKERS Most older workers are men Many older workers are self-employed or work part-time Most older workers are empty-nesters

34. Page 32 Unresolved issues

35. Page 33 Unresolved issues Overload Stay home and work The work of family Pay equity “Pray” between work and love Workplace etiquette

36. Page 34 What can be or is being done?

37. Page 35 What can be done or is being done? 1 of 13 RECENT CANADIAN SURVEY Sixty-five per cent allow for time off for education leave. Twenty-two per cent of organizations that do so provide one to five days off per year, while the majority (56 per cent) make decisions on a case-by-case basis. Just over half of employers (54 per cent) enable some or all employees to job share. Forty-three per cent of organizations authorize a compressed work week, with only 18 per cent doing so on the basis of the seasonality of the company’s work.

38. Page 36 What can be done or is being done? 2 of 13 RECENT CANADIAN SURVEY Eighty-six per cent of organizations offer flexible work hours for all or a portion of their employee population, although 68 per cent require employees to be on the job for certain core hours of the day. Seventy-seven per cent permit all or some employees to telecommute regularly. Ninety per cent of those that do so negotiate the terms with individual employees based on an approved business case. Seventy-four per cent provide extra paid time off for personal reasons in addition to regular vacation time.

39. Page 37 What can be done or is being done? 3 of 13 RECENT CANADIAN SURVEY Thirty-six per cent offer sabbatical leave. Of those, 54 per cent provide six to 24 months off, while a further 31 per cent assess situations individually. Very few employers (four per cent) pay employees during a sabbatical, but of those that do, two-thirds allow them to bank a portion of their salary in advance of the leave. Thirty-two per cent of employers support volunteerism by providing employees with extra paid time off. Fifty-six per cent of those that do so, allow one to five days per year; 32 per cent have either no set policy, sponsor specific activities, or decide on a case-by-case basis.

40. Page 38 What can be done or is being done? 4 of 13 EMPLOYERS Identify ways of reducing employee workloads. Special attention needs to be given to reducing the workloads of of managers and professionals in all sectors. Recognize that unrealistic work demands are not sustainable over time and come at a cost to the organization which is often not recognized or tracked. Accordingly, the employer may start recording the costs of understaffing and overwork. Identify ways to reduce the amount of time employees spend in job-related travel.

41. Page 39 What can be done or is being done? 5 of 13 EMPLOYERS Hire more people in those areas where the organization is overly reliant on unpaid overtime. Collect data which reflect the total costs of delivering high quality work on time (i.e. paid and unpaid overtime, subsequent turnover, employee assistance program use, absenteeism). Change their accountability frameworks and reward structures. Tangibly reward and recognize overtime work.

42. Page 40 What can be done or is being done? 6 of 13 EMPLOYERS Develop an etiquette around the use of office technologies (e.g. laptops, email, cell phones) Make alternative work arrangements more widely available within their organization. Reduce their reliance on both paid and unpaid overtime. Give employees the opportunity to say “no” when asked to work overtime. Saying “no” should not be a career-limiting move. Implement time off in lieu of overtime pay arrangements.

43. Page 41 What can be done or is being done? 7 of 13 EMPLOYERS Provide a limited number of days of paid leave per year for child care, elder care or personal problems. Provide appropriate support for their employees who work rotating shifts. Measure the use of the different supportive policies and reward those sections of the organization that demonstrate best practices in these areas. Investigate those areas where use is low.

44. Page 42 What can be done or is being done? 8 of 13 EMPLOYERS Implement cafeteria benefits packages which allow employees to select those benefits which are most appropriate for their personal situation on a yearly basis. Offer child care and elder care referral services.

45. Page 43 What can be done or is being done? 9 of 13 EMPLOYEES Say “no” to overtime hours if work expectations are unreasonable. Try to limit the amount of work they take home to complete in the evenings. If they do take work home, they should make every effort to separate time spent in work from family time (i.e. do work after the children go to bed, have a home office). Try to reduce the amount of time they spend in job-related travel. Take advantage of flexible work arrangements if they exist.

46. Page 44 What can be done or is being done? 10 of 13 GOVERNMENTS Implement legislation: Which stipulates that an employer’s management rights do not include an implied right to require an employee to work overtime, except in the case of an emergency. That gives employees the right to time off in lieu of overtime pay.

47. Page 45 What can be done or is being done? 11 of 13 GOVERNMENTS Implement legislation: That entitles employees to up to five days of paid personal leave per year. This leave should be available on short notice and the employee should not be required to provide a reason for his or her absence. Such stipulations would give employees the flexibility to deal with personal/family matters with a large degree of confidentiality. Includes specific language around long-term unpaid leave for the care of an elderly dependent. An elderly parent can require full-time care for a longer period of time than can be granted under short-term leave.

48. Page 46 What can be done or is being done? 12 of 13 UNIONS Become advocates of employee work–life balance by undertaking public campaigns to raise awareness of work–life issues and suggest ways in which the situation can be improved. This advocacy should be done outside the collective bargaining process. Include work–life provisions (e.g. flexible work arrangements, family-friendly benefits) in negotiations during the collective bargaining process with the objective of gaining new accommodations in collective agreements.

49. Page 47 What can be done or is being done? 13 of 13 UNIONS Set up educational campaigns to: Increase individual worker’s knowledge of work–life balance issues. Give employees the tools they need to effectively deal with situations as they arise.

50. Page 48 Drill B

51. Page 49 Drill B

52. Page 50 Conclusion & Questions

53. Page 51 Conclusion Summary Questions