work life-balance

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WORK LIFE BALANCE Autumn semester 2010

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Page 1: Work life-balance

WORK LIFE BALANCEAutumn semester

2010

Page 2: Work life-balance

WHAT IS WLB?

being aware of different demands on time and energy

having the ability to make choices in the allocation of time and energy

knowing what values to apply to choices making choices.

Page 3: Work life-balance

STRIKING A BALANCE

For employees: Different individuals will have different expectations and needs at different times in their life

For customers: Organisations need to respond to the demands of their customers if they are to continue to be successful

For organisations: Organisations need to be able to manage costs, maintain profitability and ensure that teams work effectively together.

Page 4: Work life-balance

WHY THE CHANGE? (1)

Changing structure of working population In full- or part-time education until older

more of us are opting to retire earlier UK: Largest growth in labour market participation

1990-2000 = mothers with young children UK: 66% of the increase in population 2000-2025

because of immigration Generation Y (born 1978+):

Look at an organisation’s track record on corporate social responsibilityNot afraid to negotiate flexible working

Page 5: Work life-balance

WHY THE CHANGE? (2)

UK: 22.5 m +people in service sector just 4.6 million in manufacturing

Intensity of work has increased: average working hours are shorter, but work is carried out fasterAffects all EU countries, all industries, all occupational categories.

Changes in technology (IT and telephony:Give employers more flexibility in how ask people to work80% of managers: virtual working (e-working) = key business issue

Page 6: Work life-balance

WHY THE CHANGE? (3)

24/7 culture - Customers expect service at times that suit them

More and more people have to juggle responsibilities at home and in the workplace

Surveys show two concerns that emerge most frequently:- are long hours- work intensity

Page 7: Work life-balance

WHY THE CHANGE? (4)

¾ say they are working very hard; many say working as hard as they can, not imagine being able to work any harder. Many people find that work gets in the way of non-work commitments

1/5 take work home almost every day Technology means many are continuously

accessible, but at what cost? 1/3 partners of people who typically work more than

48 hours a week feel negative effect on personal relationships

Only 33% of workers say employer has any family-friendly practices

Page 8: Work life-balance

BUSINESS BENEFITS OF WLB (1)INCREASED PRODUCTIVITY

Employee control over their tasks affects effectiveness

49% of companies saw a positive increase in productivity (DTI, 2003).

Page 9: Work life-balance

BUSINESS BENEFITS OF WLB (2)RECRUITMENT AND RETENTION:

Labour turnover is expensive:- direct replacement costs - loss of skills and knowledge.

All workers interested in good work-life balance- particularly important to carers, parents (mothers and fathers), graduates and older workers (DTI )

“Employer of choice” Case: BT saved £3 million in recruitment costs /

year to March 2003:- 98% of women returned after maternity leave

Page 10: Work life-balance

BUSINESS BENEFITS OF WLB (3)ABSENTEEISM

The CBI believes that absenteeism levels are the main reason why UK productivity lags behind the US and some parts of Europe, costing the UK £11.6 billion per year.

Good work-life balance policies take account of long-term absence, the causes of stress and the needs of different groups. See our work on Health and Wellbeing

The London Borough of Camden experienced a 2.5% reduction in the cost of sickness absence in the first year it introduced a work-life balance strategy.

Page 11: Work life-balance

BUSINESS BENEFITS OF WLB (3 ...)ABSENTEEISM

Absenteeism levels main reason why UK productivity lags behind the US etc- costing the UK £11.6 billion per year (CBI )

Good work-life balance policies take account of:- long-term absence- causes of stress- needs of different groups

Case: London Borough of Camden experienced a 2.5% reduction in the cost of sickness absence in first year

Page 12: Work life-balance

BUSINESS BENEFITS OF WLB (4)OVERHEADS/ CUSTOMER EXPERIENCE

Case: BT saved £52 million in overheads in 2003:- increasing its number of home workers- annual saving of £10 million in fuel costs

Improved customer experience- cover for absence & holidays

More motivated, satisfied and equitable workers Improved morale, commitment, engagement

Page 13: Work life-balance

TARGETS

Work-life balance is achieved when an individual’s right to a fulfilled life inside and outside paid work is accepted and respected as the norm, to the mutual benefit of the individual, business and society

Not just for women Adult carers Sandwich generation Generational differences

(Gen X, Gen Y, PC generation)

Page 14: Work life-balance

BUSINESS BENEFITS

Work-life balance business benefits include: Increased productivity Improved recruitment and retention Lower rates of absenteeism Reduced overheads An improved customer experience A more motivated, satisfied and equitable

workforce.

Page 15: Work life-balance

BEST PRACTICE

Review business and employee needs to meet customer needs, employee satisfaction and ensure compatibility with legislation

Research other organisations’ experiences Set success measures, including productivity

markers, labour turnover, sickness and absence rates

Consult with management and staff representatives about implementation.

Support management through implementation Monitor progress & adapt

Page 16: Work life-balance

DEMOGRAPHICS DON’T GO AWAY

Spend longer in education/ choose to retire earlier Growth in labour market among mothers with young

children Immigration account population growth Young workers not afraid to negotiate flexible

working

Page 17: Work life-balance

WHAT ARE EMPLOYERS DOING? (1) Flexible working

  Total % Male % Female %

Base: All full/part-time workers

(1,193) (591) (602)

Working part-time 53 38 71

Variable working hours (coming in/leaving late or early)

51 49 52

Job sharing 28 23 34

Working from home 20 21 20

Page 18: Work life-balance

NOTE: GAP BETWEEN OFFER AND TAKE-UP. INDICATES THAT OFFER IS SUITABLE?

  Total % Male % Female %

Term-time-only working

19 14 26

Annualised hours

18 17 18

Nine-day fortnight

10 10 10

Other 3 2 5

Don't know 1 1 1

None 19 26 12

Page 19: Work life-balance

WHAT ARE EMPLOYERS DOING? (2)

Employee assistance programmes Financial services eg subsidised

insurance or loans Loans /allowances to help pay for

childcare Workplace crèches or medical centres Wellness to protect health/ prevent

stress

Page 20: Work life-balance

WHAT ABOUT LAW?

Legal demands include: Annual leave Working time Parental leave Time off for dependant care Maternity leave Paternity leave Adoption leave Right to request flexible working Part-time work Detriment

Page 21: Work life-balance

WHAT TO DO?

Identify business needAdapt policies to match operationalInclude measures for performanceDevelop clearLead from the topCommunicateMonitor progress and draw lessons

from experience

Page 22: Work life-balance

IN CONCLUSION ... Meeting place:

- employers desire productive organisation and highly motivated workforce- governments wish for a high-value-added, high-employment economy and just fair society

Complementary not conflicting forces Traditional view:

- battle with lazy workers- burden of legislationVERSUS- employees juggling commitment- workers overworked, excessive hours, stress

High performance firms - empower workforce, get discretionary effortFW employees – more engaged, more productive