1. The Business Case for Work/Life: Expanding Synergies for Impact David J. Thompson Work/life Microsoft

2. Agenda Evolving business case Work/Life strategy Standards of Excellence Summary

3. The Evolving Business Case Response to changing demographics – Goal: reduce work-family conflict Broad work-life focus – All “families” – Wide range of employees Business objectives – Recruit/retain diverse workforce – Reduce productivity loss

4. The Evolving Business Case Response to changing workplace and competitive pressures – Goal: increase work-life synergy Focus on organizational culture – All employees – Communication, mgr’s. behavior, role models Focus on work processes – Work teams/depts. – Clients/customers Business objectives – Improve employee commitment and discretionary effort – Improve organizational efficiency – what is important and how/when it gets done

5. Reposition the Approach to Work/Life From: Utilizing work/life as accommodation Utilizing work/life as strategic business tool To: Balance Effectiveness

6. Transforming Expectations on WorkLife Effectiveness Old economy views – Individual, not business issue – Presence equals productivity – Face time equals commitment – Being competitive means working longer and harder – Flexibility means less commitment and market value New economy views – Employers recognize and support the whole person – Open, honest dialog on business and personal priorities – Work is continually examined for value and process

7. The Changing Economy and Work/Life Strategy Business cycles can always create an excuse!! Irreversible trends – Technology changing the way we work Instantaneous responsiveness “No excuse” for not being in touch – Employers asking for higher skills/higher commitment – Even in tight markets, best employees have choices Flexibility is about process efficiencies – Best implementation time is during periods of slow growth – Identify areas of business where it makes most sense – Don’t let managers confuse working more hours with creating better output You buy employee loyalty - CEO, Enron

8. Corporate Work/Life Strategy Three Bottom Lines Profitability (Shareholder Value) Customer SatisfactionEmployee Commitment

9. Standards of Excellence Excellence LeadershipStrategyInfrastructureAccountability Relationship Building CommunicationMeasurement

10. WorkLife Effectiveness balance = entitlement Economic realities force increased focus on program goals Clearer differences between work/life services and management practices Competitive advantages are there for the taking Culture Change – Leadership needed to Create change To drive performance Focus on results – Business results – Personal growth Work Redesign – Three bottom lines Shareholder Value Customer Satisfaction Employee Satisfaction Work/Life Synergies Summary

11. Q&A