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General session two work life balance
- 1. October 2016 Work-Life Balance – What is it, how to achieve it, and how to build it in your workplace © 2016 Willis Towers Watson. All rights reserved.
- 2. Presentation agenda 1 Work-life balance definitions and myths Business impact of stress Evaluating your stress level How to improve your work-life balance Creating a culture that supports work-life balance
- 3. Work-life balance - What is it? 2 Meaningful daily achievement and enjoyment in all aspects of the person’s life: Work, family, friends and self A vital factor in achieving a balance is making sure that work does not overwhelm or dominate; and also, that it does not cause damage to the individual by way of negative stress
- 5. 4
- 6. Work-life balance myths 5 Work-life balance is an oxymoron Work life balance means spending 50% of your time at work and 50% of your time at home Women want more work-life balance than men Work-life balance is synonymous with work-family balance
- 7. 6 Business impact of stress
- 8. Stress costs employers billons 7 Sources: The American Institute of Stress, HumanNature@Work, Towers Watson’s 2013/14 Global Benefits Attitudes Survey.
- 9. Job conditions that may lead to stress 8 Design of Tasks • Heavy workload, infrequent rest breaks, long work hours and shiftwork • Hectic and routine tasks that have little inherent meaning • Do not utilize workers' skills • Provide little sense of control Management Style • Lack of participation by workers in decision- making • Poor communication in the organization • Lack of family-friendly policies Career Concerns • Job insecurity and lack of opportunity for growth, advancement, or promotion • Rapid changes for which workers are unprepared Work Roles • Conflicting or uncertain job expectations • Too much responsibility • Too many "hats to wear“ Interpersonal Relationships • Poor social environment • Lack of support or help from coworkers and supervisors Environment Conditions • Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems Source: http://www.cdc.gov/niosh/docs/99-101/default.html
- 10. Stress is a top lifestyle risk identified by employees of large companies around the world Stress Lack of physical activity Obesity Tobacco use Presenteeism Poor nutrition Substance abuse Asia Pacific 1 2 3 4 5 6 7 Europe 1 2 4 2 4 7 6 Brazil 1 2 3 7 6 5 4 Mexico 1 2 3 6 5 4 7 Canada 1 2 3 6 5 4 7 United States 1 3 2 5 6 4 7 Top lifestyle risk factors Source: 2013/14 Towers Watson Global Staying@Work Survey surveyed 22,347 employees of large companies in 12 countries (US, Canada, Mexico, Brazil, Chile, UK, France, Germany, Japan, Australia, China, India) 9
- 11. Stressed? 10 Holmes and Rahe stress scale - How many apply to you in the last year? Score of 300+: At risk of illness. Score of 150-299: Risk of illness is moderate (reduced by 30% from the above risk). Score <150: Only have a slight risk of illness.
- 12. Stress- Positive and negative 11 Affects each of us differently Some thrive under stress and others wilt 40% of turnover is due to stress 60% of accidents on the job are stress related Employees working 11 hours a day or more were 67% more likely to have a heart attack
- 13. How do you know you are out of balance? 12 Physical: Headaches, upset stomach, sleep disturbances, changes in appetite, muscle tension, fatigue, heart palpitations Emotional: Feeling depressed, anxious, angry, or powerless. Feeling irritable and have difficulty making decisions Personal: Missed opportunities to spend time with friends and family, feeling job burnout, isolated. Self medicating with alcohol or drugs Physical, emotional and personal symptoms
- 14. 13 How to improve your work-life balance
- 15. Identifying sources of stress 14 Identify the sources of stress at work Amount of work and deadlines Relationships with others Office politics Ongoing change Identify the sources of stress in your life outside of work Relationships/marriage/children Financial Too many commitments
- 16. Stress management techniques 15 Positive self-talk Emergency stress stoppers Deep breaths and/or count to ten before you speak Walk away and/or go for a walk Find your joy Listen to music Take a class or read Practice relaxation Source: http://www.heart.org/HEARTORG/HealthyLiving/StressManagement/FourWaystoDealWithStress/Four-Ways-to-Deal-with-Stress_UCM_307996_Article.jsp
- 17. How to improve work-life balance 16 Manage your time, set limits and learn to say “No” Unplug when you leave work Take ALL of your vacation time Talk to others about your stress level and lean on your support system when you are especially stressed Resolve to take better care of yourself; get physical activity, eat well and get an adequate amount of sleep Five areas of focus
- 18. 9 successful people who prove you should use your vacation time 17 Marissa Mayer, Yahoo! CEO John Donahoe, Former President & CEO, eBay Richard Branson, Virgin Group founder (400+ companies) “Maintaining focus on having fun isn’t just about rest and recuperation: When you go on vacation, your routine is interrupted; the places you go and the new people you meet can inspire you in unexpected ways. As an entrepreneur or business leader, if you didn’t come back from your vacation with some ideas about how to shake things up, it’s time to consider making some changes. I make sure that I disconnect by leaving my smartphone at home or in the hotel room for as long as possible — days, if I can — and bringing a notepad and pen with me instead. Freed from the daily stresses of my working life, I find that I am more likely to have new insights into old problems and other flashes of inspiration.” Michelle Obama, First Lady Tony Schwartz, The Energy Project, CEO Sheryl Sandberg, Facebook COO Jim Moffatt, Deloitte Consulting Division, CEO JJ Ramberg host of MSNBC’s Your Business and co-founder of philanthropy organization GoodSearch Sarah Michelle Gellar, Actress Source: http://www.huffingtonpost.com/2013/10/04/successful-people-vacations_n_3941344.html
- 19. The key word is balance 18 Stop doing the things that aren’t working Find the right balance that works for you Focus on your small successes
- 20. 19 Creating a culture that supports work-life balance
- 21. OLD NEW • LIVE to work • INDIVIDUAL achievement • CORNER office • PRESTIGE • Work to LIVE • GROUP oriented • FLEXIBLE schedules/social media • GIVING BACK Source: Intelligence Group – Cassandra Report; 2013 New value system 20
- 22. Work/life balance is now… Work/life integration 21 88% of Gen Ys prefer Work/life integration vs. Work/life balance Source: Intelligence Group – Cassandra Report; 2013
- 23. Workplace flexibility overview 22 What is workplace flexibility? A business strategy that allows workers to make choices about core aspects of their work related to: Time – when and how long work is performed Place – where work is performed Task – the specific tasks that are performed
- 24. Why workplace flexibility … why now? Workplace flexibility is good talent strategy A broader talent pool National even global – not local or even regional Buy in Employees want to prove a flexible work arrangement can be successful and thus are highly motivated Increased morale Studies show that organizations that offer workplace flexibility have less absenteeism and turnover, and higher levels of engagement and productivity. Value added Truly engaged employees do not leave the job behind when they are off the clock. They carry their work and current projects with them 24/7. 23
- 25. Building the business case 24 5% 26% 62% 67% 32% 8% 0% 100% Absenteeism Rates Productivity Increased Remained the Same Decreased Source: SHRM 2014 – Overview of Workplace Flexibility Changes as a result of telecommuting
- 26. Types of flexible work arrangements Flexible Work Arrangements Description Flex time Choose starting and finishing times Compressed work week Work fewer than five days but still the same weekly hours Telecommuting Working somewhere other than the corporate office/company building Regular part time Work hours less than 40 Job sharing Share a full time job with another employee Phased retirement Allowing older employees to remain employed in a different manner and status Leaves and sabbatical Authorized periods of time off (usually extended) 25
- 27. Workplace flexibility prevalence 26 2010 2015 1 Telework on an ad hoc basis 83% 85% 2 Flex time (flexible start/start times) 84% 82% 3 Part time schedules 84% 82% 4 Phased return from leave 59% 56% 5 Telework on a regular, monthly basis (at least 1 day per month) 58% 56% 6 Telework on a regular, weekly bases (at least 1 day per week) 57% 53% 7 Compressed workweek (e.g. 4/10, 3/12) 52% 48% 8 Telework full time 37% 34% 9 Phased retirement 27% 30% 10 Job share 27% 21% Source: Trends in Workplace Flexibility (WorldatWork, 2015) Teleworking, flex time and part-time schedules continue to top the list.
- 28. Workplace flexibility 27 Non-Existent Inconsistent Strategic Deeply Embedded Flexibility is rarely used, if at all, and is not viewed as an important element in attracting, motivating and retaining employees, nor achieving organizational success Flexibility is viewed as a special perk, if allowed at all Some formal programs and policies, but they are not widely applied Some departments use flexible work arrangements, but their use is inconsistent and not organization-wide Flexibility options are limited and may still be viewed as a special perk Flexibility is strategic and viewed as an essential organization success, and is widely used around the organization However, formalities in the process or policy may limit the use of flexibility The concept of workplace flexibility is part of our organization’s culture There is universal access to flexibility and it is integrated into the everyday work environment Employees feel free to request flexibility as needed and managers are encouraged to be “flexible” as they work in partnership with employees to find solutions that lead to employee and organizational success Continuum
- 29. Business case Through telecommuting, Aetna cut 2.7 million square feet of office space for about $78 million in cost savings a year http://www.reuters.com/article/2013/03/01/us-yahoo-telecommuting-aetna-idUSBRE92006820130301 28
- 30. Bottom line results Employees are happier and healthier Improved nutrition Greater control over food choices Access to a full kitchen = healthier eating No social pressure to eat out Better physical health Less exposure to germs Ability to get up and move around Increased access to natural light http://www.momcorps.com/press-room/blog/blog/2015/11/03/3-health-benefits-of-working-remotely 29
- 31. Bottom line results 30 Employees are happier and healthier Decreased job stress Long commutes, toxic co-workers, continual interruptions and an "always on" work environment are a recipe for one thing: STRESS. Improved sleep – with a zero commute time many workers are able to sleep in.
- 32. Turning up flexibility for the summer 31 One day off per week Ex: School districts closing administrative offices during summer Fridays (to save energy costs) Compressed workweek Ex: 80 hours/9 days with every other Friday off Early closing on Friday/shortened work day(s) Example: Paid half day Fridays from Memorial day to Labor day Change in core hours/schedule/shift About 14% of organizations offer “seasonal scheduling” Source: 2015 Employee Benefits Report (SHRM)
- 33. Impact of summer schedules 32 Profound effect on employee morale – tells your workers that you care about them and their families Many employees take fewer vacation days as a result of having longer weekends/more flexible schedules Can help offset negativity related to program elimination, lack of merit and/or bonuses Extra time off is a great perk at low cost Serves as differentiator/incentive in attracting talent
- 34. Summary 33 Identify your stressors Commit to making one small change Use you influence in the workplace to provide more flexibility for your employees
- 35. Thank you 34
Notes de l'éditeur
- A clear mandate is seen in the Top lifestyle risks globally, with Stress, Lack of Physical Activity and Obesity as the clear drivers of risks. We will be discussing stress in more detail later as there are some distinctive differences in the employer view vs. employee view of areas of focus. Such uniformity in priorities provide multinationals with a good opportunity to create global initiatives for each top risk and leverage internal best practices to help create sustainable behavior change.
- 55% of Americans did not take all their vacation time ( 2015) These workers gave up 658 million unused vacation days Fail to use 5 vacation days a year Some 28% of workers told Glassdoor’s survey that they fear getting behind while they’re sitting on a beach, another 17% actually say they fear losing their job, 19% don’t take all of their days in the hopes that it will give them an edge for a promotion, while 13% are competitive and wanting to outperform colleagues. As workers shoulder a heavier workload post-recession, he says others are afraid of not meeting goals. “The higher up the person was in the company, the more time they left on the board. The lower down, the more they took.
- There is clearly a New Value System with a widespread appetite among workers to reduce the drudgery of commuting and work in a more convenient location providing them flexibility and a better balance of work and life.
- So let’s talk a little about the basics beginning with – what is workplace flexibility?
- Most of us, at some point in our lives, have worked in organizations that are rigid and unyielding. You know, where you have to make your way in to buildings filled with acres of gray carpeting bathed in florescent light, by a specific time each and every day. These kinds of work cultures breed mediocrity. They deaden the soul (not to mention productivity and creativity). A company may be able to survive being managed that way, but it won’t soar. Because top talent will have no interest in working there. When talented employees decide to work from home three days a week, they are making a serious commitment to the organization. Instead of working for you, they are working with you If Talent doesn’t need to be in the office, your talent pool expands from local to national or even global
- Flexibility is a talent magnet. It is one of the top three reasons highly skilled workers cite in choosing an employer – 83% of the companies on the Fortune 100 Best Places to Work list offer virtual work options. So what are the different types of Flexible Work Arrangements?
- It is time for an anywhere, anytime workplace that moves beyond the dreary, gray carpeted walls of cubicles to a new world of freedom and flexibility. Organizations that want to attract and retain high-performing employees understand they need to rethink the physical environment and the benefits of using workplace flexibility to increase employee efficiency and productivity. And it’s not just Millennials…. (although Millennials are often thought of as being wired ,connected, and wanting flexibility)…ALL types of workers have different needs and desires….it’s not about age…it’s about ….Choice. By far, the most prevalent flexibility programs offered are telework on an ad-hoc basis, flex time and part-time schedules (with or without benefits). These programs are each offered to some or all employees in more than 80% of organizations. When offered, flex time and telework on an adhoc basis are also the most commonly used since 2010, with flex time ranked highest. But other than on an ad-hoc basis, working virtually is not taking off as much as other forms of flexible work arrangements…So why is that? There’s a fear/ misperception/a trust issue….If you can’t “see” the person, they must be doing “less working,” and “more shirking”. That is a misperception, however.
- Can every form of flexibility work for all employees? Of course not. There are situations where telecommuting would not be feasible or working a compressed work week would not meet customer needs. But should we be bound by the outdated notion that all work must be done within the confines of an office or between the hours of 9 and 5? If we choose to, we can lead the effort to make the workplace a more enriching, satisfying and productive environment. We can create a workplace that is not only flexible and resilient but ready for the unknown challenges and undefined opportunities that lie before us. To do this, HR needs to think strategically and big; going beyond simply tweaking policies, procedures and systems to a focus on re-envisioning and re-defining the workplace. Mastering flexibility through program design and/or striving for a culture of flexibility is not something an organization does on the first or even second try. It’s an evolutionary process that occurs when employee’s achieve work-life effectiveness and employer’s understand the valid business reasons for cultivating new ways of working. Optional: Note, San Francisco, CA became the first city to require a flexible workplace ordinance (FFWO) – passed on October 8, 2013 and effective January 1, 2014. This ordinance gives certain employees the right to request a flexible work arrangement and gives the employer the right to refuse for legitimate business reasons. The FFWO requires that employers with 20 or more employees allow any employee who is employed in San Francisco, has been employed for six months or more by the current employer, and works at least eight hours per week on a regular basis to request a flexible or predictable working arrangement to assist with caregiving responsibilities. The employee may request the flexible or predictable working arrangement to assist with care for: a child or children under the age of eighteen; a person or persons with a serious health condition in a family relationship with the employee; or a parent (age 65 or older) of the employee. Within 21 days of an employee’s request for a flexible or predictable working arrangement described above, an employer must meet with the employee regarding the request. The employer must respond to an employee’s request within 21 days of that meeting. An employer who denies a request must explain the denial in a written response that sets out a bona fide business reason for the denial and provides the employee with notice of the right to request reconsideration. An amendment to the FFWO was finally passed by the San Francisco Board of Supervisors on January 7, 2013 and became operative on February 14, 2014. The amendment clarifies that a covered Employer under the FFWO is an employer with 20 or more employees anywhere. http://sfgov.org/olse/family-friendly-workplace-ordinance-ffwo
- A web search for telecommuting companies brings loads of results with lists of supposedly "telecommute friendly" companies. Yet, what does that mean? Any company can put a telecommuting policy on the books, but how--or whether--that policy is implemented makes all the difference. While there are lists companies that offer some type of work-at-home opportunities, Aetna is more a company that is more than just hospitable to the occasional telecommuter; they have a proven track record of using a remote workforce across multiple divisions within the company which is what I call telecommute friendly. While Aetna began its telecommuting program in claims processing - now, more than a decade later, that has expanded to include other departments, such as nursing, sales, legal, IT, product management, claims and clinical staff. The company’s careers website helps jobseekers find potential telecommuting jobs by selecting yes within the category entitled "Potential Telework Position” While many positions are not necessarily hired as telecommuting, you are able to transition to it in the future. For jobs that are telecommuting currently, applicants simply need to type in ‘telework’ or ‘work at home’ within the search functionality on the career board. Aetna telecommuting cost reduction - at $29 a square foot This includes utilities, housekeeping, mail service and document shredding.
- 2015 Telecommuter Survey - MomCorps Improved nutrition. Office birthday parties. Candy and cookie sales. Vending machines filled with chips and chocolate bars. With immediate access to high-calorie, high-fat foods, it's no surprise that working in an office makes employees fat. Better physical health. Ability to get up and move around. People who work from home frequently use breaks to clean, do laundry, play with their pets or engage in other physical activities which combat the sedentary nature of their jobs. More frequent movement prevents a host of physical problems associated with office work, including poor circulation, incorrect posture and eye strain.
- Decreased stress and improved sleep = happier and healthier employees
- For many as summer approaches so do the requests for vacation, additionally many companies find this to be there slow time of year while others find that employees shift into weekend mode earlier when the sun is shining and the temperatures are rising. There are many different options you can deploy or consider with providing a short day on Fridays or allowing every other Friday off to be the most predominant.
- According to the Corporate Executive Board whom conducted a survey on the practice of providing summer hours in 2012, about 30 percent of the top public companies in the U.S. offer some version of summer Fridays. The definition of “summer” varies widely. For most companies, it’s between Memorial Day and Labor Day. Pfizer’s summer Fridays coincide with Daylight Savings Time. As one study indicated (A Captive Network) workers were up to 45 percent more distracted during the summer. you may see an increase in employee loyalty and productivity by offering a summer schedule.