1. Work Life Balance E

2. 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?

3. 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”

4. 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

5. 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.

6. 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

7. 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

8. 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