1. Work / Life Crossroads: Collision Course or Complement to Business Strategy ? Presented by Wendy Lundgaard, Director HR Management Conference, Monash University. June 2007

2. Traditional Work/ Life and Flexibility Work/ Life programs Employee Engagement? Employer Of Choice OH&S & Wellbeing Employee Attraction

3. Now: Work/ Life and Workforce Planning Work Life & Flexibility Workforce Planning? Employer Of Choice Employee Engagement Employee Attraction OH&S & Wellbeing

4. Survival Essentials: Workforce Planning Align STRATEGYWith business plan, strategy & goals Assess skills DEMAND Current & future demand for resources/ capabilities/locations Assess current SUPPLY Identify GAPS Establish performance indicators, metrics (S.Melbourne,HR Monthly Oct 06) INT: Turnover, age profile, talent EXT: labour market trends Close Gaps, IMPLEMENT HR & Workforce Planning Strategy (Attract, Develop & Perform, Retain, REVIEW Prioritise Shortfalls

5. Flexibility & Work/ Life Programs: key element HR & Workforce Planning Strategy HR & Workforce Planning Strategy Flexibility Performance Productivity Talent & Succession Mgt Knowledge Management Attraction & Retention Capability Age Management (Retirement)

6. Labour Supply Issues & Workforce Planning Issues: Increasing workforce participation through creative & flexible forms of working.

7. Complement or Collision with Bus. Strat. Work/Life at the Crossroads: Has a business case been made for flexibility in workplace (ROI) Is flexibility at work supporting productivity or undermining it? What is your W/L Balance Sheet © NET position? RED or BLACK?

8. Business Drivers & Work/ Life Balance Sheet © Assets? Deliverables Clients Employee engagement Skills Culture, Values and Workplace Practices Investment? Responsiveness Retention Competitive advantage Managers ability Knowledge, 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 Today Future + -

9. Work/ Life Balance Sheet © Audit Strategy – Evidence of: Clear Drivers & objectives Senior Mgt support Performance focus aligned Business Strategy linkage Integrated approach Policy – Evidence of: Policy Statement Communication channels Options diversity Clear business case Risk Management Culture – Evidence of: Mgt training & support Employee input avenues Trust levels Case Studies Measurement of Impact Employee Validation

10. Work/ Life & Business Strategy Collisions! Lack of metrics, no re-assessment of impact on business drivers (ie productivity, retention, customer satisfaction etc) Inadequate support by CEO, Senior Mgt, supervisors (inflexible and job centred baby boomers) Workplace tensions (perceptions of flexibility inequity) not managed “Me” centric dominate the workplace with flexibility seen as a ‘right’.

11. Top 10 tips to Compliment Business Strategy At System & Policy Level: 1.W/L program part of integrated workforce planning strategy of the business (organisational ownership) 2.Performance regime measures outcomes not inputs 3.Program goals link to business imperatives & 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)

12. Top 10 Tips (continued) 6.Policies/ systems (eg HR,IT) support objectives whilst balance risks (WFH Policy) At Workplace Culture Level 7.Managers supported by specific training in “managing flexibly” 8.Market benefits in tandem with obligations (win-win) 9.Culture of Partnership (reference group to bounce ideas and two-way communications with workforce) 10.Report on outcomes, critically review, celebrate business success.

13. Contemporary Dialogue on Flexibility Moving from the ‘nice to do’ to ‘mission critical’ How will you source and retain a long term supply of talent when the pool is shrinking? Its ‘Game on’: Do you have a plan?

14. www.win-winws.com.au Presenter: Wendy Lundgaard, Director June 2007