Work/life balance: Small steps Giant Leaps

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2 Work/life balance: Small steps Giant Leaps

3 What is the EEO Trust?? Thought leader - diversity/equity issues? Work with employers to harness the benefits of a diverse workforce? Understand New Zealand s workforce its composition, skills and experiences? Provide tools / information to encourage and develop versatile workplaces? Share ideas from New Zealand and overseas? Promote businesses that successfully manage a diverse workforce

4 Work/life balance why it matters Paid work increasing dramatically Work more intrusive Jobs / careers unpredictable Widening inequality Shrinking talent pool from?traditional sources Wide-ranging expectations Generations X, Y, Baby Boomers and veterans

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6 What is work/life balance? (individual) Working fewer hours? Working flexibly (location)? Job-sharing / part-time work? Extra annual leave / time-off work? Not having to work? Studying / playing sport? Spending time with friends / family? Keeping healthy / well?

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8 What is work/life balance? (workplace) Extra work? Additional cost? Difficult to manage? Difficult to monitor??being held to ransom? Open for abuse??touchy-feely stuff?

9 What is work/life balance? (workplace) Reality: Business imperative Direct impact on performance Workforce expectations changing Local / global demographics changing Single-most important factor for most people Quantifiable business benefits

10 What is work/life balance? (individual) Identifying the relative importance of key aspects of our lives Setting strategies to achieve them Actively spending time doing / being them! Monitoring outcomes adjusting accordingly

11 What s important to me? (individual) 6 weeks? 6 months? 6 years? Family Education Friends Me Interests Career Finances

12 Personal benefits Improved Alignment with personal values Sense of purpose Mental / physical health Ability to manage/minimise stress Productivity and creativity Employability Levels of influence Role-modelling for others Ability to contribute

13 Focus? Key areas of my life of importance to me? Strategies to achieve them:

14 Focus? When will I do / be them (diarising time)? How will I monitor outcomes?

15 What is work/life balance? (workplace) Identifying the relative importance of key aspects of our business/activities Setting strategies to achieve them Actively spending time doing / being them! Monitoring outcomes adjusting accordingly

16 What s important to me? (workplace) Team members R&D Customers Workplace General environment Competitive advantage Financial performance

17 Workplace benefits Improved Morale / productivity / creativity Loyalty / respect Employee, customer & community engagement Attraction of talented people Retention of team members Customer service Retention of business-knowledge Access to diverse markets Profitability

18 Workplace benefits Reduced costs associated with turnover, absenteeism and sick leave Reduced risks of costs associated with negative publicity, complaints handling, litigation / settlement

19 Work-life initiatives food for thought Identify key challenges / needs Research industry standards? Innovative thinking / best-practice? Identify what may be feasible Develop persuasive arguments (facts and figures) revenue generation / savings? Support from role-models / champion(s) Consultation / dialogue Try it out - monitor and adjust

20 Bottom-line results National Library of New Zealand: Turnover of permanent staff down to 8% from 22% in Harrison Grierson Consultants: 68% increase in female employees and longer graduate tenure. Mt Albert Pak n Save: 10% of industry average for vacancies saving of approx $100,000 pa in recruitment and training.

21 Bottom-line results Manaaki Whenua Landcare Research NZ: Gradual process injury claims reduced by 80% NZ Police Central District: Sick leave reduced by 7% since 2003 Westpac: Rate of return from parental leave up from 48% to 75% due to paid parental leave saving of $1m pa

22 Focus? Priority areas for my workplace:

23 Work-life initiatives possibilities Flexible work hours Flexible work location(s) - teleworking Flexible leave: career breaks, buyable leave, study leave Job redesign: eg job-sharing Phased return to work Phased retirement Health / wellness / fitness initiatives: in and out of the workplace

24 Examples of work-life initiatives?time-out spaces Family-friendly events Diversity awareness initiatives - cultural lunches, days of significance Rewards / recognition initiatives Support of sporting / cultural / community events Workplace culture: core hours, manager s buyin, non-harassment policy Personal and professional support initiatives: eg EAP, study support time and / or money

25 Focus? Possible initiatives for my workplace:

26 Success enhancers Basis of equity Acknowledgement of differences Link to values / culture Caring responsibilities broader than small children Employee involvement / consultation Appropriate, consistent communication Participation openly encouraged

27 Success enhancers Move from ad-hoc response to pro-active initiation Best-practice extended throughout organisation 24/7 operations must not mean 24/7 on the job Demonstrable senior management commitment personal and organisational Senior management accountability Measure, benchmark, evaluate Public recognition of Employer of Choice status

28 Walking the Talk Insp. Russell Gibson NZ Police Married 26 years 3 teenage children Daily walk with wife Carolyn / lunch at home most days Family holiday every Christmas On Board of Trustees of children s school Coach and on committee of junior football club Lions Club member Sick leave to care for family members

29 Walking the Talk Insp. Russell Gibson NZ Police Encourages attendance at sporting / school events Supports accrual of leave / time in lieu for overseas trips Personal contact - ensure appropriate support Personal support of career opportunities for others Encourages smarter, not harder, work culture Accommodates flexible work hours requests Arranges events for partners / family of team members Challenges existing policy / makes recommendations Facilitates change of duties to meet individual needs

30 Walking the Talk Brian Carran Mt Albert Pak N Save Takes regular leave / holidays throughout the year Participates in active sports including sailing and skiing Active interest in art and theatre Member of business networking / dining club groups Sponsors local sports teams 11 years as a scout leader New Zealand Jaycee President (national / international) Chair and committee member of community & development boards

31 Walking the Talk Brian Carran Mt Albert Pak N Save Open door policy for all employees Acknowledges external pressures Provides training, recognition, culture of respect / support Encourages staff to move on / up as opportunities arise Zero-tolerance around harassment / prejudice Personal holiday home available to team members Provides extended leave, leave without pay / special leave Support for cultural identities prayer room Emergency financial assistance (loans)

32 Walking the Talk What are my key values / drivers? How aligned with organisational values? What are my goals? What s negotiable? What s non-negotiable? What resources do I have available? How can I lead by example? How can I influence others?

33 Focus? What are my key values / drivers? How aligned with organisational values?

34 Focus? What are my goals? What s negotiable? What s non-negotiable?

35 Focus? What resources do I have available? How can I lead by example? How can I influence others?

36 Walking the Talk: common themes Strong sense of self / values / purpose Willing to accept responsibility Lead by example Able to influence others Accept / encourage differences Understand / articulate business benefits Willing to listen / learn Willing to be seen as?whole person Monitor and adjust

37 Tips and toolkits Toolkits Library resources Work & Life Bulletin EEO Trust Newsletter A Question of Balance Work & Life Awards Versatile workplace business success PeoplePower book/website

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