WorkLife Indicator™ Debrief Session WorkLife Indicator was developed in partnership with Ellen Ernst Kossek, Ph.D.

3

Measures

Behaviors The Behaviors factor describes the degree to which one combines or separates the tasks associated with work and those associated with one’s personal life.

Behaviors Integrators blend work with personal tasks and commitments throughout the day. Separators keep work and personal tasks and commitments separated with a clear boundary between the two. Work Firsters put their work schedule first, protecting work time but not family time. Family Firsters put their family schedule first, allowing work time to be interrupted by family. Cyclers switch back and forth between cycles of highly integrating family and work followed by periods of intentionally separating them.

Identity The Identity factor describes the degree to which you identify with and invest yourself in your work and family roles. This factor has two dimensions: Work Focused and Family Focused.

Identity Work Focused identify with and invest themselves primarily in work. Family Focused identify with and invest themselves primarily in family roles. Dual Focused identify with and invest themselves equally in work and family. Other Focused have a primary identity that does not pertain directly to work or family, such as recreation, athletics, a side job, a hobby, community, or volunteering.

Control Boundary Control indicates the degree to which you feel in control as you manage the boundaries between your work life and personal life.

Control High Boundary Control feel in control of how they divide time and attention between work and family. Moderate Boundary Control feel as if they have moderate control over how they divide time and attention when it comes to work and family boundaries. Low Boundary Control do not feel in control of how they divide time and attention between work and family.

Your Integrated Report Section I provides the background of the assessment and describes the dimensions it measures. Section II details results and offers tips based on results. Section III is a development planning guide that contains step-by-step exercises.

Results

Detailed Profile Strengths Challenges Positive Perceptions Negative Perceptions Customized Tips

Small Group Discussion What are the benefits/advantages of a particular approach? What are the drawbacks or challenges? Have you ever worked with someone who you believe had a different profile from you? Describe that experience. If there were challenges, how did you address or resolve them? What strategies do you use? How effective have they been for you?

Boundary Control Makes a Difference People who are high on boundary control feel in control of their work and personal life. People who have medium boundary control sometimes feel in control of their work and personal life. People who have low boundary control often feel overwhelmed, overworked, and their personal and work life feel at odds.

Development Planning Guide

Identify What’s Working For You (or not) This exercise is adapted from CEO of Me: Creating a Life That Works in the Flexible Job Age by Ellen Ernst Kossek and Brenda A. Lautsch

Reflection Exercise What similarities and differences do you see between the two circles? Does the way you currently allocate time reflect how you would like to spend your time? If not, what changes could you make?

Boundary Management Techniques Using the list provided, indicate the techniques you are currently using. Of the tactics you selected, which are most effective for you? What tactics would you like to try? Discuss different approaches in small groups to learn about different options.

Envision a Better Life What is one small change you could make that would enrich your life?

Creating Buy-in for Changes Referring to Exercise 8 in your report, identify the benefits and trade-offs of the change you want from the perspective of different stakeholders. Get feedback on how to frame the change you want to make to the important stakeholders in your life.

Get Support Referring to Step 4 in your Development Planning Guide, identify what kind of support would be most helpful to you to make the change you would like to make.

Track Your Progress We are more likely to make a change if we publically commit to it and we have a process to stay on track. Complete Exercise 11 to create your plan for getting feedback and staying on track.