1. Boston College Center for Work & Family Family-Friendly Companies / Flexible Work Options

2. Boston College Center for Work & Family, ©2004 CWF Mission “Freud was once asked what he thought a normal person should be able to do well. The questioner probably expected a complicated “deep” answer. But Freud simply said, “Lieben und arbeiten” (to love and to work). It pays to ponder on this simple formula; it grows deeper as you think about it.” Erik Erikson Identity, Youth and Crisis

3. Boston College Center for Work & Family, ©2004 CWF Mission The Boston College Center for Work & Family is committed to enhancing the success of organizations and the quality of life of today's workforce by providing leadership for the integration of work and life, an essential for business and community success. Our key differentiator is the ability to bridge the world of research with the world of practice.

4. Boston College Center for Work & Family, ©2004 CWF Members include … IBM Merck Intel Price Waterhouse-Coopers KPMG Eli Lilly Kraft Booz-Allen Hamilton Boeing Marriott BP Prudential Securities Hewlett-Packard Abbott Laboratories Dell Bristol-Myers

5. Boston College Center for Work & Family, ©2004 Today’s HR management issues The new employment relationship (or lack of) Increased flexibility for company and the workforce More women in professional / managerial positions Globalization and diversity (race, gender, culture) Aging workforce and generational diversity Changing career patterns These are areas of interest for CWF

6. Boston College Center for Work & Family, ©2004 Work / Life Definition Actions taken by both the employer and employee to help the workforce effectively handle the growing pressures and responsibilities of work and personal lives, live and work up to their full potential, and achieve life balance and increased productivity

7. Boston College Center for Work & Family, ©2004 A Work / Life Case Study  Standard career (‘77-87)  International assignment / dual-career (‘88-91)  Repatriation process / Annie’s transition (‘91)  Father’s Alzheimer's: elder care (‘91-95)  Diagnosed immediately after we returned  Geneva opportunity – not even considered  Second career transition process (‘94-00)  Doctoral program, part-time, sabbatical (‘94-97)  Part-time role, wrote dissertation (‘97-98)

8. Boston College Center for Work & Family, ©2004 A Work / Life Case Study Kids (Maggie ‘95, Hannah ’97, Dillon ’00) Working virtually and remote (‘98-00) Global roles, the long commute, work from home The critical event Major milestones Career change to Academia (‘00) Enormous change in “lifestyle” Brought positives but also new challenges On-going today (‘03) Annie’s decision to work or not

9. Boston College Center for Work & Family, ©2004 The Case for Flexibility  The desire of companies / organizations to have greater flexibility  The desire of individuals to have more flexibility  The rising number of working parents  Changing demographics (workforce) and ways of working (jobs and technologies)  More prosperity of some leading to greater push for more “leisure time”

10. Boston College Center for Work & Family, ©2004 End of the Zero-Sum Game For well-off, increased desire to spend time with family but often both spouses work Low-wage employees need to work more to keep up, but large concern about “How are my children?” Elder care a growing issue for all of us (parents live longer, even with chronic illnesses) Dislocation and migration of families has led to lack of support system

11. Boston College Center for Work & Family, ©2004 Flexibility Work Arrangements: Where, when, & how much you work Flexible work hours Part-time jobs / job sharing Compressed workweek Paid or unpaid time off Telecommuting Job redesign can make these options work for many roles

12. Boston College Center for Work & Family, ©2004 Telecommuting works when … Job is information based and portable Role requires high degree of concentration Role offers high degree of autonomy Work can be planned in advance and performed at varying times and places Involves minimal amount of oversight and access to physical resources

13. Boston College Center for Work & Family, ©2004 Telecommuting: For Employees Advantages  Greater autonomy  More flexibility of work schedule  No commute time (can save 2+ hours a day in New York, Silicon Valley, London, etc.)  Less money spent on commuting, parking, attire  Can lead to higher morale  Avoid office politics

14. Boston College Center for Work & Family, ©2004 Telecommuting: For Employees Disadvantages  Blurring between work and home  Isolation from workgroup  Equipment issues  Lack of visibility with management  Co-worker resentment

15. Boston College Center for Work & Family, ©2004 Telecommuting: For Employers Advantages  Increased productivity  Lower absenteeism  Increases recruiting pool  Increased retention  Reduction in facility costs

16. Boston College Center for Work & Family, ©2004 Telecommuting: For Employer Disadvantages  Harder to monitor employees  Need to measure output vs. activity, not many organizations are great at this  Can diminish teamwork, networking  Can slow cultural assimilation  Coordination of activities and meetings can more difficult

17. Boston College Center for Work & Family, ©2004 End of the Zero-Sum Game Companies cope through policies and programs Managers who don’t equate work / life with work less and trying new approaches Clarify what is important Establish business priorities Have employees clarify their priorities Recognize and support the whole person. Celebrate person’s roles outside of work (paradigm shift) Experiment with the way works gets done (IBM) Leads to a virtuous cycle – employees feel greater loyalty, commitment, more productive use of time.