WORK-LIFE INTEGRATION, REDUCING WORK STRESS: SOME STRATEGIES THAT WORK Donna S. Lero Centre for Families, Work, and Well-Being University of Guelph, Ontario OLA SuperConference, Feb 3, 2006 OLA SuperConference, Feb 3, 2006

Overview  Key Influences Affecting Work-Life Integration, Role Overload, Employee Satisfaction and Performance  Consequences of Work-Life Imbalance  Personal and Organizational Strategies  Policy Options

Current Influences  Changing Demographics  Changing labour market trends and employment relationships  New technologies  The need for change on multiple levels  A global concern

Demographic Trends 1  Women and Work  46% of the employed labour force  75% of women years  62% of mothers of children < 3yrs  72% of women work full time  Women’s earnings are essential to families, the economy

Demographic Trends 2  Families and work  73% of 2-parent families are dual earners; most often both work full time  18% single parent families 74% of single mothers with school-age children employed  Changing Work Patterns and Work Hours Affect Employees and Family Life

Demographic Trends 3 Population Aging  In 2000, 12% of pop 65+ … by 2026 more than 20%  Increased longevity  Continuing low fertility rates  Ratio of potential support Reliance on fewer workers for contributions to pensions, social programs (workers/ seniors > 65) 5:1 in :1 in 2026  The Caregiving Crunch

Labour Market Trends 1  1990s – a difficult decade; 1998 > recovery  Widespread downsizing  Increase in precarious employment Self-employment- own account Contract/temporary work Part-time employment

Labour Market Trends 2  Current period: Strong economy with * Some labour and skill shortages emerging * Jobs requiring more education, skills but… There are also many low-wage jobs * Recent losses in manufacturing sector of good jobs; * Continuing concerns about mergers, outsourcing  Work intensification; Workload issues  Quality of Work a critical issue  Employees (all ages, both men and women) desiring more work-life balance

Labour Market Trends 3  Baby boomers approaching retirement  Increasing proportion of older workers  More employees with an aging parent; 15% in sandwich generation  Competitive recruitment in health, government, construction, senior management

Changing Libraries  From refuge to hub of activity  An electronic environment  Serving more people, more diverse populations  Increased expectations for service  Changing amount and pace of work

Evidence of Increased Work Stress and Work-Life Conflict Major studies are consistent:  Work-life conflict has increased over the decade  Employees' mental health has declined  Employees’ attitudes to work are deteriorating  More job stress  Less job satisfaction and commitment Concerns on many levels

Source: Duxbury & Higgins, 2001 Role Overload and Conflict Between Work and Family 1991, 2001  1991  2001

Change in Key Mental Health Outcomes Over Time Source: Duxbury & Higgins, 2001  1991  2001

Employee Attitudes and Outcomes: 1991 vs Source: Duxbury & Higgins, 2001  1991  2001

Evidence of the Costs of Work- Life Imbalance  Costs to employees Individually and as family members  Costs to employers Conflicts between home and work costs approx. $16 billion/year due to absenteeism and disability costs, turnover, Recruitment and replacement, lost productivity  Costs in quality of care provided  Less time in volunteering, social relationships

Causes of Role Overload and Work-Family Conflict  Organizational Culture ** A culture that supports balance and values employees who are treated with fairness and respect; A Healthy Workplace vs. A culture of hours (long hours, face time a priority) A culture of work OR family (work comes first)  Work Demands and Workload Work hours, amount of unpaid overtime, Total hours associated with work, commuting time  Lack of Community-Based Resources to Support Caregiving  Missing or Inadequate Public Policies

Personal Strategies for Work-Life Integration  Redefine role structure, role demands  Redefine role expectations, priorities  Renegotiate, share roles with others  Attend to multiple role demands consciously  Splitting / separating / compartmentalizing  Integrate  Recognize your limits and limit personal costs (sleep, exercise, having a life)

Promote and Participate in Organizational Change  Senior leadership is key  Employee participation is essential  Workplace size is important  Set goals, monitor and measure along the way  Celebrate successes  Share and learn

Work-Life Integration in the Early 21 st Century SUMMARY:  Recognition of aligning work-family integration with core business goals -- Human Capital Focus  Not just a personal concern  A Business AND a Social Policy Issue  A Gender Equity Concern  An International Concern

References and Resources Centre for Families, Work and Well-Being, University of Guelph. Duxbury, L. & Higgins, C. (2001). Work-life balance in the new millennium: A status report. Duxbury, L. & Higgins, C. (2005) Report 4: Who is at risk? Predictors of work-life conflict. Work-travail-rpt4_e.pdf Hollingworth, M. (2005) Resolving the dilemma of work-life balance: Developing work-life maps. Ivey Business Journal, University of Western Ontario Kelloway, E.K & Day, A. (2005). Building healthy workplaces: What we know so far. Canadian Journal of Behavioural Science (special issue). 37 (4) Lee, M.D & Kossek, E. (2005). Crafting lives that work: A six-year retrospective on reduced load work in the careers and lives of professionals and managers. Work-Life Balance in Canadian Workplaces

Thank you for your attention. Comments, questions