Work-Life Means BusinessKathie Lingle, Executive DirectorAlliance for Work-Life ProgressIntermountain Compensation and Benefits AssociationSurviving Today with a Better TomorrowApril 29, 2009AgendaAlliance for Work-Life Progress WorldatWorkWork-Life Effectiveness: The PortfolioMyths, Realities and Cultural ChallengesThe Payback of Effective WorkplacesA Closer Look at Workplace FlexibilityCase StudiesAlliance for Work-Life ProgressMissionTo provide premier professional education, knowledge and community to individuals and organizations that are focused on creating healthy, productive and engaged work environments by supporting the dual agenda of everyone who works. AWLP Key Milestones and InitiativesFounded in 1996Defining work-life best practice, research and emerging talentlWork-Life Innovative Excellence AwardlRosabeth Moss Kanter Award for Excellence in Work-Life ResearchlWork-Life Rising Star Recognition AwardKey Initiatives and MilestonesPart of WorldatWork since 2003Work-Life Certification lWLCP - A new designation of WorldatWork Society of Certified Professionals lNational Work and Family MonthnCongressional Resolutions in 2003 & 2008Total RewardsThe Exchange RelationshipCareerCommunityFamilySelfWork-Life EffectivenessLifeBasic Work-Life PremiseRespecting people for who they are not just for what they do or produce pays off for all stakeholders: employers, employees, customers, shareholders, families, and communities.The organizational outcomes of doing so are measurable, using a blend of quantitative and qualitative metricsHealth and WellnessPaid and Unpaid Time OffFinancial SupportCommunity InvolvementCulture ChangeCaring for DependentsWorkplace FlexibilityThe Work-Life PortfolioPersistence of ResistanceMyths and MisconceptionsIts too expensiveIts only for big companiesOnly slackers use work-life solutionsIts “soft”; impact cant be measuredIts unnecessary; peripheral to business successlLets ditch it now that were in troubleWhat else have you heard?Core Beliefs About the Nature of People Are a ChallengeDissectible, interchangeable, at rest unless externally controlledOrganismsOrganismsMechanismsMechanismsWhole, active, unique, self-regulatingSource: Burud and Tumolo, 2004Facts and RealitiesMyth: Supporting Work-Life Is Too ExpensiveFact:The Complete Portfolio Runs Between 2-5% of HR budgetlWhy? - Few direct costs associated with workplace flexibilityThere is a very high cost of doing nothingFacts and Realities contdMyth: Size (of Employer) MattersFact:Small enterprises have a distinct advantageTwo national initiatives focus on small firmslDOL FlexOptions Project lFWI /Alfred P. Sloan Foundation When Work Works initiativeFacts and Realities contdMyth: Only Slackers Are InterestedFact:Top performers value flexibility and are among the most avid users of work-life supportMajority of todays workforce doesnt have a choicel“Dual-focus” workers predominate 3:1The 21st Century Workforce Diverse and ComplexDual-focus workers with no “invisible” partner at home Most (53%) have children or elders in their careCareer interruptions and episodes of less than full-time workDual-focus workers predominate 3 to 1Dual-focus (equal weighting; shifting between priorities)Source: Burud & Tumolo, Leveraging the New Human Capital (2004)Facts and RealitiesMyth: Work-Life Is A Trivial PursuitFact:Quantification of work-life impact aboundslThe business case is establishedFoundational to being an “employer of choice”Fortune “100 Best” vs. Stock Market 1998-2007Source: Russell Study 2007Key Links Between Total Rewards, Work-Life and Shareholder ValueSource: The Human Capital Edge by Pfau and Kay (Watson Wyatt)Total rewards and accountability16.5%9.0%7.9%7.1%6.5%Collegial, flexible workplaceRecruiting and retention excellenceCommunications integrityFocused HR service technologiesWM 100 WM 100 BestBestProgramProgramNationalNational100%Financial-Planning Services28%100%Flextime58%100%Telecommuting (on a part-time basis)33%99%Employee Assistance Program73%99%Health-Care Insurance for Part-Time Workers41%98%Child-Care Resource and Referral21%98%Job Sharing20%97%Compressed Workweek38%97%Elder Care Resource & Referral22%88%Domestic Partner Benefits33%88%Stress-Reduction Program15%75%Paid Adoption Leave20%73%Parental Leave Beyond Federal FMLA27%71%Defined Benefit Retirement Plan40%69%Paid Paternity Leave17%53%On-Site Child Care Center 6%Source: WM Magazine 2007; 2007 SHRM Benefits StudyEmpirical Definition of an Effective WorkplaceJob autonomyInvolvement in management decision-makingChallenging work and continuous learningSupervisors support employees success on the jobCo-worker supportWorkplace flexibilityMinimization of status distinctionsSource: Families and Work Institute, Watson WyattEmployees in an Effective Workplace Are more likely to be engaged in and committed to their jobsExhibit higher levels of job satisfactionWant to remain with their employersHave better healthSource: Families and Work InstituteEngagement Levels At a Low EbbSource: Towers Perrin Global WF Study 2007Reduced AspirationsFewer employees today want to move into positionsof greater responsibility.67% of young men (under 29) wanted to move into jobs with more responsibility in 2008 vs. 80% in 199266% of young women wanted to move into jobs with more responsibility in 2008 vs. 72% in 1992 Source: FWI/ Catalyst / Boston College StudyWHY?“The sacrifices I would have to make in my personal life.”A Shift in Focus StandardizationCustomizationMonetary rewardsTotal rewardsTop-downEmployee-drivenWork-primaryDual-focus workerTime managementEnergy managementIndividual flexible work arrangementsWorkplace flexibility (as a team sport)FromFromToToWork-Life Effectiveness in ActionCase StudiesGlaxoSmithKline:The Work-Life Portfolio: Dependent CarePrinciple: 1 size fits 1Practice: Adult or Elder CaregivinglManager support lTime and place flexibility lCo-workers empathyResults:lLoyaltylLower turnoverlEmployer of choice GlaxoSmithKline:The Work-Life Portfolio: FlexibilityPrinciple: Agile business modelPractice: Part-time salesforcel25 hours/weeklFull benefits (prorated)lRetired or stay-at-home moms with experience in pharma salesResults: lDecreased costlExtreme flexibility and creativitylLower turnover/job satisfactionlBetter or equal salesGlaxoSmithKline:The Work-Life Portfolio: Culture ChangePrinciple: Managing Human EnergyPractice: Energy and Resilience TraininglIndividual lOrganizationalResults: l80% decrease in workplace pressuresl25% drop in work-life conflictl21% increase in satisfaction with GSK as an employerEncourage employees tolGo to bed early and wake up earlylStart the day with a healthy breakfast lEat a balanced, healthy dietlDrink 48 64 ounces of water dailylTake breaks every ninety minutes during work (movement promotes energy)lGet some physical activity dailyGlaxoSmithKline:Physical Energy Management StrategiesEncourage managers tolTake care of themselves and be transparent about their commitment to healthlPromote walk & talkslGive the “Power of Permission” to teams to work out, take a walk, take a lunch break away from the work stationlDesign meetings and agendas that promote energy by allowing for:nDesignated Energy Breaks every 60 90 minutes nHealthy meals if catered in; healthy snacks, Plenty of water, eliminate sodas & cookiesnAllow 1 hour for lunch and indicate first 20 minutes is to allow time for a walk before lunchnIf the meeting is longer than one day, allow down time between meetings end and any evening plansGlaxoSmithKline:Physical Energy Management Strategies contd.First Horizon National Corp.Principle: Employees drive customer resultsMethodology: Culture change Practices:lStock for all employees, including part-time workersl“Benefits” family care; 90% of employees work flexiblylEmployee-driven work redesign at all levelsResults: lDouble-digit earnings growthl97% customer retentionSAS InstitutePrinciple: Quality of life is worth more than money Methodology: Focus on the work environment; create a great place to workPractices: 35-hour work weeks; free / inexpensive on-site childcare; on-site health care center; roller blading trailsResults:lEmployee turnover under 5 percentlHigh levels of customer retentionlHealth care costs significantly below industry average Baxter HealthcarePrinciple: Business success is built on a foundation of Shared Values Respect, Responsiveness and Results Methodology: Work and Life Pyramid of Needs as a framework (Koblenz, 2000)Practices: Two-way employment commitment Results:lEight-fold increase in market capitalization over nine yearslSurpassed most industry and financial benchmarks even during stock market downturnQuestions and CommentsThank You!Please visit us!www.worldatwork.org and www.awlp.org ReferencesWork and Life: The End of the Zero-Sum Game, Stewart Friedman, Perry Christensen and Jessica DeGroot, Harvard Business Review, Nov-Dec 1998, Reprint 98605Leveraging the New Human Capital: Adaptive Strategies, Results Achieved, and Stories of Transformation, Sandra Burud & Marie Tumolo, Davies-Black Publishing, 2004, ISBN 0-89106-205-XThe Human Capital Edge: 21 People Management Practices Your Company Must Implement (or Avoid) to Maximize Shareholder Value, Bruce Pfau & Ira Kay, McGraw-Hill, 2002, ISBN 0-07-137883-9The Drivers of Employee Commitment: Tools for Creating a Competitive Workplace, Charles S. Rodgers, Work/Family Directions, Inc., 1998The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal, Jim Loehr & Tony Schwartz, 2003, ISBN 0-7432-2674-7The Making of a Corporate Athlete, Jim Loehr and Tony Schwartz, Harvard Business Review, January 2001, Reprint R0101HNational Study of the Changing Workforce, Families and Work InstituteStriking a Balance: Work, Family, Life, Robert W. Drago, 2007, Dollars & Sense, Boston