1. WORK-LIFE BALANCE: CONFESSIONS OF A REFORMED WORKAHOLIC Monthly Webinar Series February 25, 2016

2. 2 Topic Agenda ItemTime (min) Introduction/Why the Topic?5 Role of Work-Life Balance in Employee Engagement 10 Work-Life Balance: Who’s Problem is it?10 Does your organization suffer from cultural work-life imbalance? 5 Steps to Improve Work Life Balance Culture5 Q&A10 Norm Baillie-David SVP Engagement - TalentMap Agenda Monica Helgoth VP Engagement - Western Region

3. 3 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus TalentMap by the Numbers

4. 4 Sample Clients & Benchmark Award ProgramsTechnology & EngineeringNot-for-Profit & Association Financial Services Health Sciences Other

5. Why the Topic?

6. Role of Work-Life Balance in Employee Engagement 6

7. Overall Engagement: 87% WORK-LIFE BALANCE CAN BE A CASUALTY OF HIGH ENGAGEMENT 7

8. PRIORITIZING OPPORTUNITIES: WHERE DOES WORK- LIFE BALANCE FALL? Improving engagement should be focused on dimensions exhibiting a combination of low performance scores and strong drivers Focusing on the lower dimension scores exclusively may not fully address what is needed to target and improve engagement “Maintain: Keep doing well” “Leverage & Expand” “Medium/ Low priority” High Performance Low Performance Weak Driver of Engagement Strong Driver of Engagement High need for improvement coupled with powerful drivers of engagement Opportunities For Improvement 8

9. AND THUS, TOO OFTEN IGNORED 9

10. +/- TM Benchmark -10 -9 -19 -8 -6 n/a WORK/LIFE BALANCE: WHAT ARE TALKING ABOUT? 10 Data is rounded to the nearest whole number * Custom question(s) not included in overall average. Question has been reverse coded. “Favourable” being “Strongly Disagree/Disagree”.

11. WORK-LIFE BALANCE: WHO’S PROBLEM IS IT?

12. (TOO) OFTEN SEEN AS THE EMPLOYEE’S PROBLEM

13. “TECHNOSTRESS” Mondieepa Tarafdar, Qiang Tu, et al: Crossing to the Dark Side: Examining Creators, Outcomes and Inhibitors of Technostress. Communications of the ACM, September 2011 Vol 54, No. 9

14. “TECHNOINVASION” “The situation where professionals can potentially be reached anywhere and anytime, and feel the need to be constantly connected.” “these same technologies make (employees) feel compulsive about being connected, forced to respond to work-related information in real time, trapped in almost habitual multi-tasking, with little time to spend on sustained think.” Most importantly – not being connected causes professionals to lose their sense of importance to the organization.

15. INTERESTING EXPERIMENT National Institutes of Health and Centers for Disease Control and Prevention* 700 professional, skilled tech workers divided into 2 groups Worked long hours (>50 per week) Some worked remotely, but pressure to be visible at the office Group 1 – Treatment Group Given greater control over when and where they worked More supervisor support for family and personal lives Group 2- Control Group Conditions unchanged *Published in American Sociological Review. Nanette Fondas, HBR, June 10, 2014

16. EXPERIMENT RESULT 16 Over a six month period: Significant reduction in work-family conflict – that chronic sense of being pulled in two different directions Parents reported working one hour less per week than non-parents Other workers did not have to increase workloads to accommodate parents Treatment group reported they felt they now had adequate time to spend with families Felt more in control, less overwhelmed. No surprises here: First ever study to offer evidence based on randomized trial that workplace interventions improve employee work-life conflict. In other words: ORGANIZATIONS (AND MANAGEMENT) CAN IMPROVE WORK-LIFE BALANCE.

17. BENEFITS ARE OBVIOUS Reduced Hypertension Better sleep Lower consumption of alcohol and tobacco Decreased marital tensions Better parent-child relationships What about productivity? Treatment group almost doubled average hours of work at home (almost 10 to 20 hours per week) Adjustments in management thinking about when and where work gets done and support for employees’ lives outside work led to: System-wide flexibility (relieving pressure) Without burdening those who work conventionally Without placing onus on individual workers to figure out how to achieve balance

18. DOES YOUR ORGANIZATION SUFFER FROM CULTURAL WORK-LIFE IMBALANCE? 18

19. SIGNS YOUR ORGANIZATION SUFFERS FROM WORK-LIFE CULTURE IMBALANCE 19 “Face-time” – people feel they will be judged poorly by their peers and/or supervisors if not physically present Peers and supervisors equate presence with productivity and output Performance is recognized by work quantity, not quality: “He’s great. He’s always here late” “She’s very responsive – she’ll answer an e-mail day or night” “He’s not a team player – always leaves before 6:00” Meetings/calls at odd hours: “because it’ shows you’re committed” Disorganization, lack of consideration for others’ time, last minute requests At 3:30 Friday afternoon – “I absolutely need this by Monday morning” Meetings never start on time – because being there on time would be interpreted as not being busy enough – and the senior person always arrives last. Lower productivity and procrastination: “I’ll be here till 8:00 anyway, I’ll get it done later.”

20. POOR WORK-LIFE BALANCE CULTURE 20 Self-preservation - Employees deflect tasks and avoid accountability. “I’m already overloaded this weekend – sorry.” The “Badge of Honour” (I’m really guilty of this one!) How are you? “OMG – I’m so busy!” In meetings: “I’ll look at this over the weekend…..” “It’s just part of the (enter name of business here) business” “I’ve been divorced twice! He/she couldn’t accept the ‘lifestyle’” ENTER YOUR BEST “QUOTE IN THE QUESTIONS OR CHAT SECTION”

21. SAW ON LINKED-IN TODAY… RECRUITING FOR A TECH FIRM!

22. STEPS TO IMPROVE WORK-LIFE BALANCE CULTURE 22

23. Organizational Traits Fun Ambition Flexibility Openness Cooperation Informality Flat organizational structure Trust Responsibility Support Pride *bold indicates commonalities with employee engagement Management Actions which Created the Culture They were understanding of employees’ needs and concerns They made themselves available to employees They were supportive of employees when they encountered challenges They demonstrated trust of their employees They gave their employees feedback on their work WHAT DOES A POSITIVE WORK-LIFE BALANCE CULTURE LOOK LIKE? 23

24. STEP 1: THE POLICY FRAMEWORK 24 While “culture” begins at the top, leadership must demonstrate it takes work-life balance seriously by instituting a number of policies and practices around: Work hours and job design Restricted hours, minimal work required during off- hours Organizational culture Minimize negative norms such as “no one leaves until 7:00 p.m., no internal meetings after 4:30 p.m.,etc”. Incentives which encourage balancing work and non-work domains e.g. “Use it or lose it” vacation policy, incentives for not claiming sick/personal days, etc. Enablement: provide managers and employees at all levels with surge capacity.

25. STEP 1: POLICIES AND PROGRAMS (CONT’D) 25 Increasingly: flexible work/telecommuting arrangements pay attention to equity and fairness, as some jobs lend themselves better to this than others and inequity is often a source of strife Becoming a “must” in the GTA. Wellness and benefits: Gym memberships with “use or lose” provisions Child and elder care provisions Paid paternity leave Adoption assistance IMPORTANT: Policies should provide opportunities for those who want to improve and set a positive example to others – not enforce standardized work habits.

26. STEP 2: ADDRESS THE TECHNOLOGY CHALLENGE 26 Google study identified two types of workers in terms of how they deal with competing demands: Segmenters: able to cleanly separate work and personal activities Integrators: work looms constantly in the background. They not only find themselves checking email all evening, but pressing refresh again and again to see if new messages have come in (demonstrate compulsiveness inherent in Technostress), BUT 69% of integrators indicated a desire to achieve a better separation and become better “segmenters”, and couldn’t do it on their own. Google’s Strategy: Help employees disconnect by designing environments which make it easier for employees to disconnect: “Dublin goes Dark” Charity fines for those who respond to off-hour e-mails “Google’s Scientific Approach to Work-Life Balance (and Much More)” Laszlo Bock, March 27, 2014 – Human Resource Management

27. STEP 3: ADDRESS THE CULTURE 27 Steps 1 and 2 begin to send the signals that work-life balance is an enabler of employee engagement, productivity, and profitability. To change the culture the following steps need to be taken to address root causes: Base performance on output, deliverables, and quality. De-link ANY inference to performance based on physical presence. Recognize and reward performance of individuals who work from home or outside the office (of course, if performance warrants) Lead by example: Be aware others are watching how long your are in the office Be open about working outside the office on a regular basis Devalue the “badge of honour” comments Manage external pressures through negotiation of reasonable deadlines and pressures, at every possible instance. My own favourite: Always arrange for major deadlines on Fridays. NEVER Mondays. WHAT ARE SOME OF YOUR IDEAS TO CHANGE WORK-LIFE BALANCE CULTURE?

28. STEP 4: KEEP AT IT! SHOUT IT OUT! 28 WATCH EMPLOYEE MORALE SOAR, PRODUCTIVITY RISE, RECRUIT BETTER CANDIDATES AND MORE!

29. EventFormatTopic/LocationDate HRPA –Ottawa Dine and Learn PresentationsEngaging the Millennial Generation: Separating Fact from Fiction March 10, 2016 HRPA- Thunder Bay½ day Workshop Engaging Millennials in the Workplace: Common Myths, Challenges and Solutions March 15, 2016 TalentMap Monthly Webinar Series Live WebinarKeeping Employees Engaged in a Troubled Economy March 24, 2016 OMHRA Spring WorkshopConference/ Trade Show April 13, 2016 Society for Industrial and Organizational Psychology Spring Conference April 14-16, 2016 HRMA Conference and Trade Show Vancouver BC Conference/ Trade Show Vancouver Convention Centre WestApril 26 -27, 2016 UPCOMING TALENTMAP LEARNING SESSIONS

30. THANK YOU! QUESTIONS AND DISCUSSION 30 Monica Helgoth VP Engagement – TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504 FOR A COPY OF THE PPT OR RECORDING: http://www.talentmap.com/webinar-past/ Louie Mosca Director of Sales – TalentMap East lmosca@talentmap.com 1-888-641-1113, x501