WORK-LIFE BALANCE
Work-life policies require culture change
The latest edition of Employee Benefits magazine takes a close look at the variety of strategies used by the more switched-on companies to help meet employee demands for greater control over their workloads. It seems that work-life polices will count for little unless there is a supportive culture.
The 16-page work-life supplement in the October 2000 issue of Employee Benefits magazine brings together three articles. For the first piece of work, Employee Benefits interviewed Will Hutton, chief executive of the Industrial Society and a prolific writer on the political economy.
The other two studies underline the perils of rushing into work-life policies without first developing the right corporate culture — one that’ s backed up by strong support from senior management.
Work-life policies rising up business agenda
Work-life balance — the next step on from the family-friendly approach — is now all the rage, fuelled by a need to accommodate employees in an ever-tightening labour market and, at the same time, avoid a backlash from those staff without caring responsibilities.
These policies run the gamut from flexible working practices — such as flexitime, term-time working and compressed working week — to additional leave provision — whether in the form of career breaks, study leave or additional holidays.
As Patrick McCurry, the author of one of the studies in the report, explains:
Work-life balance issues have crept their way up the corporate agenda in the last two years, evolving from the more narrowly defined family-friendly policies. There is a growing recognition among employers that long hours and high stress levels are making it hard for many staff — particularly, but not exclusively women — to balance their work and home lives.
Stumbling blocks
There are numerous practical lessons for employers in this research, but one powerful message came through: employers seeking to strike a healthy work-life balance face running across a number of formidable stumbling blocks.
For McCurry: The long-hours culture in many UK companies and poor childcare provision nationally are just two obstacles.
Senior people must set an example
And it seems there is also the danger that polices and benefits to help people with work-life balance will not get wide take-up unless there is support and buy-in from senior management.
Says McCurry: Unless people at the top of the organisation lead by example, for the majority, work-life balance polices will remain lip service and be largely confined to working mothers.
For policies to be successful, it’ s vital for senior people to realise the business benefits. Employers will not effectively introduce work-life balance changes unless they are convinced of the business benefits, says McCurry.
Culture change
Without the right corporate culture to back up work-life polices, the changes will only have a superficial impact. There must be a supportive environment in which staff feel comfortable asking for flexible-working arrangements and believe their careers will not suffer as a result.
Changing corporate culture is the biggest challenge and there are no simple answers, particularly when it involves trying to get senior staff to set an example, says McCurry.
Want to know more?
Title: Work-life balance , Employee Benefits, October 2000 supplement.
Availability: call Employee Benefits in London, tel: 020 7970 4000 or email employee-benefits@centaur.co.uk
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