Work Life Balance E

Work-Life Balance Work-life Balance is…. What factors are making this an increasingly important issue? What are some specific examples of ways you might manage work-life balance issues?

Standard Work Arrangements 35 hours per week Performed at the employer’s place of business Under the employer’s control For an indefinite amount of time All other employment arrangement are “alternative” or “nonstandard”

In Companies that Manage Work-Life Issues: Managers Follow 3 Principles Clarify What is Important Define the business objectives in terms of output/results Ask employees to clarify their outside goals/demands Engage in clear and open dialogue Do not penalize people with personal concerns Use the information to formulate a plan for personal AND business success

In Companies that Manage Work-Life Issues: Managers Follow 3 Principles Recognize and Support the Whole Person Develop a deep understanding of your employees Sincere interest helps create trust Helps you tap into their full range of talents Necessary to create a work-life balance strategy Be a role model – share things about your own life Use the information constructively Continually Experiment Work-life conflicts can be a catalyst for identifying hidden work inefficiencies Allow people to question the assumptions about how we do business.

What Gets in the Way of Doing This? Tradition (Rules, Structure) Lack of Awareness of the Problem Belief that these are “Personal Problems” Fear of a Sense of Entitlement Fear of Equity Issues Fear that this is too Impractical and Complicated

Managing Alternative Work Arrangements Reward contributions not threats Apply a “values test” What general value are you trying to uphold? Can the arrangement reasonably be applied to others? Must the arrangement be kept secret? Specify the terms of the arrangement Responsibilities Behaviors Outcomes Rewarding threats promotes “let’s make a deal” environment and punishes loyalty What is the GENERAL PRINCIPLE here that you could use in other situations? If we can never use it again (if we can’t offer it to similarly situated others) or if we have something to hide, we shouldn’t use it Clarity, clarity, clarity

Managing Alternative Work Arrangements Keep track of the terms of the agreement Remember others will find out Be prepared to offer the arrangement to others who pass the “values test” Assess the job demands and provide the necessary job supports Equipment Training Guidelines Educate all the affected stakeholders --Don’t EVER assume no one will know --Flexible work arrangements are innovative; don’t assume that you know what is needed