Stress Issues:Work and Life Balance

Presentation to:

McGill UniversityManagement Forum Steering Committee Meeting

November 12, 2002

Kimberley Bachmann The Conference Board of Canada

Presentation Outline

The context

Key findings from the research

Challenges for organizations

Tightening Labour Markets Scarce skills/Impending

retirements

Recruitment challenges

Need to retain talent

Retirement Trends

Overall, since 1987, the median age of retirement has fallen from 65 to 60.

Early retirement (before age 60) as a percentage of all retirees:

– 1987 to 1990: 29%

– 1997 to 2000: 43%

Source: Statistics Canada.

What’s Driving People to Retire?

Frustration with the work environment

Excessive workload

Desire for a better work-life balance

Source: Association of Public Service Executives Survey, 2001.

Trends at McGill Over the past few years, there has been a

steady reduction in administrative positions due to downsizing, budget cuts and early retirements.

It is expected that between 35% and 50% of managers will be retiring over the next decade.

Source: McGill University

Increases in Enrolment

Overall, full-time enrolment is expected to increase 20% to 30% by 2011.

This growth could translate into as many as 200,000 more university students over the next decade.

Source: AUCC, Trends in Higher Education 2002..

The Results?

Increased workloads

Lack of back-up staff to relieve the pressures

Increases in stress levels, burnout and low morale

64%

53%

43% 42%

70%68%

49%54%

74%

63%

0%

10%

20%

30%

40%

50%

60%

70%

80%

stress morale recruitment retention absenteeism

1999 1989

Organizational Challenges(percentage reporting minor/major problems)

Source: The Conference Board of Canada.

Organizational Response: The Good News

Results of the 1999 survey of employers suggest considerable movement over the past 10 years in areas such as:– childcare– eldercare– EAPs, stress management, wellness– flex time and flex space

Organizational Response:The Not so Good News

Very few are focusing on:– culture change– the manager’s role– understanding how the work environment itself can

contribute to the health and well-being of workers

Understanding Health at WorkPsychosocial work

environment

Physical work environment

Individual health practices

Healthy work

environment

Basic Mental Health Needsin the Workplace

Respect & appreciation

Being heard and listened to

Sense of self-worth

Sense of belonging to a meaningful and supportive work group

Learning and challenge

Role clarity

Source: Adapted from M. Shain, Best Advice on Stress Risk Management in the Workplace

Work Factors That Threaten Well-Being

Work overload and time pressures

Lack of influence over day-to-day work

Lack of training

Poor communication

Too little or too much responsibility

Ambiguity

Lack of status rewards

Discrimination/harassment

Role overload

Source: Adapted from M. Shain, Best Advice on Stress Risk Management in the Workplace

Understanding Health at WorkThe Demand/Control Model

High JobPressure

Low Job Control+ + Home

Stress - SocialSupport

Excessive StrainExcessive StrainIncreased Risk to Mental and Physical Health

Illnesses,Injuries,

Infections

Anxiety,Depression,

Hostility

Substanceabuse

=

The Work-Life Challenge

Stress in Balancing Work-Life1989 and 1999

17%

9%

29%

18%21%

25%22%

28%

11%

21%

0%

10%

20%

30%

40%

1989 1999

A lot Moderate A little Very little Not at all

Source: The Conference Board of Canada.

Difficulty Balancing Work-Life1989 and 1999

3%7%

17%21%

46%

39%

34% 33%

0%

10%

20%

30%

40%

50%

1989 1999

Very difficult Difficult Somewhat difficult Not at all

Source: The Conference Board of Canada.

Top Reasons for Change in Work-Life Balance

1. Children are older

2. Changed jobs

3. Become better organized/ more efficient

4. Grown older/matured

1. Had children in the past five years

2. Taken on more responsibility at work

3. Busier/increased demands/more pressure

4. Change in hours of work

Improved Worsened

Eldercare 23 percent provide some form of support/care to

an elderly family member

Most help out only occasionally - dropping in, assisting in a crisis, providing financial advice

Others - almost 25 percent - provide more intense “personal care”

And, Then There is the Sandwich Generation…….

15 percent of caregivers also have children at home

They are particularly susceptible to experiencing difficulty balancing and stress

Stress and Difficulty in Balancing by Form of Dependant Care

23%

34%

42%

50%58%

18%

40%

31%

0%

10%

20%

30%

40%

50%

60%

70%

Neither Eldercare only Childcare only Sandwich

Very difficult/Difficult A lot/Moderate stress

Source: The Conference Board of Canada.

Impact of Work-Life on Work Tasks(percentage of respondents reporting major/minor problems)

37%5%

7%

12%

13%

39%

53%

50%

32%6%

0% 20% 40% 60%

ability to concentrate

taking training/coursesafter hrs

attending meetingsoutside work hrs

taking on extraprojects/responsibilities

working overtime/longhrs

A lot of stress Very little stress

Source: The Conference Board of Canada.

Impact of Work/Life Conflict on Organization

16%13%

24%

32%

0%

10%

20%

30%

40%

Left past employer Considered leavingcurrent employer

Promotion - turneddown/didn't apply

Transfer - turneddown/didn't apply

Source: The Conference Board of Canada.

Understanding Health at WorkThe Demand/Control Model

High JobPressure

Low Job Control+ + Home

Stress - SocialSupport

Excessive StrainExcessive StrainIncreased Risk to Mental and Physical Health

Illnesses,Injuries,

Infections

Anxiety,Depression,

Hostility

Substanceabuse

=

50%

26%31%32%

0%

10%

20%

30%

40%

50%

60%

Informationsharing

Flexible jobdesign

Suggestionprograms

Problem solvingteams

Giving Employees More Control

Source: Statistics Canada, WES: Compendium, 2001.

Dealing With Demands: Workload Issues

70 per cent of respondents ask about workload issues in their employee opinion survey

Only 38 per cent have undertaken an exploration of workload issues and how to solve them

Source: The Conference Board of Canada, 1999.

Workload: Dealing With Document Burden

“I always used to go into the office early, but now I have to, simply to stay abreast of the overwhelming flood of documents. The first two hours every day are now spent clearing off yesterday’s backlog.”

Source: P. Richardson, Coping with Crisis in the Office

Document Burden - A Growing Concern

A study of executives and managers found that on average, over 50% of their time was spent dealing with documents.

Forty per cent of this time was perceived to be of little or no value.

Source: P. Richardson, Coping with Crisis in the Office

Reducing Stressors - One Organization’s Efforts

Demand

– Priority setting process

– Change work processes

– Identify and eliminate redundancy

Control

– Input into: work processes structure changes

– Individual development plan

Understanding Health at WorkThe Demand/Control Model

High JobPressure

Low Job Control+ + Home

Stress - SocialSupport

Excessive StrainExcessive StrainIncreased Risk to Mental and Physical Health

Illnesses,Injuries,

Infections

Anxiety,Depression,

Hostility

Substanceabuse

=

Social Support:Managers Are Important!

“Make” or “break” the work experience of staff

Help or hinder staff deal with work-life and workload issues

Translate the organizational culture and are the gatekeepers to company programs/initiatives

In my organization, you are expected to leave problems at the door

37%

50%

17%

0%

19%

6%

39%

33%

0%

10%

20%

30%

40%

50%

Strongly Agree Agree Disagree Strongly Disagree

Sensitive Manager Non-sensitive Managers

Source: The Conference Board of Canada, 1999.

Leadership matters!

“People leave their managers, not their organizations.”

41% leave because of dissatisfaction with management practices (70% under 29)

22% leave because of lack of direction in the organization

Source: William M. Mercer Ltd.

Building Leadership Capacity

It takes more than training & development.

Managers need to be recognized and rewarded for their contributions to the organization.

Health at Work:Effort/Reward Model

High Effort Low Reward Increased StrainIncreased Strain

Increased Risk of:

Physical Health Problems

Mental Health Problems

+ =

Effort and Reward

Effort

– time pressures

– responsibility

– interruptions

– physical demands

– span of control

Reward

– salary

– respect

– status

– promotion prospects

Recognizing Managers

“Our organization is great at recognizing employees - we have a formal recognition program

and managers are encouraged to practice small acts of recognition and thanks on a daily basis. But when it comes to us, executives get busy and forget

that we too like to feel that we are valued.”

Source: The Conference Board of Canada study of middle managers, in press.

Recognizing and Rewarding Managers

It’s about more than money Characteristics of good recognition

programs:

– personal

– sincere

– applicable to the manager’s own situation

Source: The Conference Board of Canada study of middle managers, in press.

Bringing it all together

The Underlying Framework

Fairness PurposeTrust

Trust

“The major assistance would be an understanding attitude towards employees rather than the current approach, which denies the existence of family and promotes the attitude that any family obligation during work hours is an indicator of not being a good employee.”

41%

32%

5%

22%

0%

20%

40%

60%

Strongly Agree Agree Disagree Strongly Disagree

In my organization, you are expected to leave your personal problems at the

door

Source: The Conference Board of Canada, 1999.

Fairness

2 Components:

Distributive - who get what, and when

Procedural - the process through which decisions are made

Sense of Purpose

Understanding of the vision, mission and values

Understanding of how an individual contributes to the achievement of the vision, mission and values

Lessons Learned Work-life and stress issues are related to how

work is managed and how decisions are made within an organization

Programs must be teamed with efforts to change the culture of the organization

Managers play a pivotal role - accountability and infrastructure support are essential

Real benefits accrue to organizations who make a commitment and respond