1. The Work / Life Balance Sheet Asset or Liability? Investment or Overhead? Presented by Wendy Lundgaard, Director August 2006

2. Our discussion: Where does Work/ Life fit in HR strategy? Work/ Life as a component Demographic Facts and broader issues Work/ Life Balance Sheet ©, getting ROI for the business Traps to avoid Top 10 tips

3. HR Strategy OH&S & Wellbeing Attraction & Retention Employer Of Choice Where does Work/ Life fit? In early days work/life was a comfortable fit here

4. Where does Work/ Life fit? HR Strategy Employee Engagement Employer Of Choice OH&S & Wellbeing Attraction & Retention Then Engagement became the dominant driver

5. Where does Work/ Life fit? HR Strategy Workforce Planning Employer Of Choice Employee Engagement Attraction & Retention OH&S In the future, workforce planning reasons will dominate the HR agenda

6. Work/Life as a Workforce Planning Strategy Workforce Planning Work /Life Balance Performance Productivity Talent & Succession Mgt Knowledge Management Attraction & Retention Capability Age Management (Retirement) And the inter-relationships are strong, and here is why……………

7. Linking Work/ Life and Workforce Planning Ageing workforce and labour market issues will dominate the HR Agenda

8. Linking Work/ Life and Workforce Planning For the decade 2020 – 2030 new entrants in the labour market will be only 125,000. We currently see 170,000 per annum entering the workforce. (Access Economics, 2001)

9. More than a demographic issue Expectations changing: impact of IT, 24/7, global economy, Societal issues: family structures, parenting norms Knowledge economy: autonomy in roles, trust OH&S remit now = Physical + Psychological

10. Measuring the Impact Is your W/L investment making a difference? Can you justify the investment with clear business case & ROI What is your Work/life Balance Sheet © NET position?

11. RedBlack? Work/ Life Balance Sheet Finish in Red or Black? Assets? Deliverables Clients Employee engagement Knowledge Culture and Workplace Practices Investment? Responsiveness Retention Competitive advantage Managers ability Employee capability & committment Relationships at Work Overhead? Program costs Overtime Absenteeism Turnover Recruitment $s Liability? Risks OH&S – phys & psych Discrimination Presenteeism Conflict at work IR/ER & Reputation Tangible Future

12. Traps! Inadequate Quantitative data Inadequate Qualitative data HR seen as ‘blocker’ not partner/ driver Inadequate support by CEO, Senior Mgt Workplace tensions Unbalanced employee perceptions: it’s work/LIFE and my rights.

13. Top 10 tips - building an integrated work/life program At System Level 1.W/L program part of integrated workforce planning strategy 2.Performance regime measures outcomes not inputs 3.Program goals link clearly to Business Objectives 4.W/L initiatives must be relevant to workforce (demographics, lifecycle) 5.Develop strong metrics base ( benchmark pre, post implementation, and on-going reviews) 6.HR & IT policies/ systems support objectives but balance risks (WFH)

14. Top 10 Tips (continued) At Cultural Level 7.Managers given specific training in “managing flexibly” 8.Whilst marketing benefits also educate employees on obligations (use case studies, profiles) 9.Culture of Partnership: (reference group to bounce ideas and two-way link with workforce) 10.Report on outcomes, critically review, celebrate success.

15. Your work/ life program Will it be a jumble of ‘good ideas’? Or a planned and well executed approach?

16. For more information Visit: www.win-winws.com.au Wendy Lundgaard, Director ph: 0411 125 722 August 2006 Copyright – All rights reserved