Balancing work with life by Toronto Training and HR June 2011
Balancing work with life June 2011
Jan 21, 2015
Half day open interactive workshop in Toronto on work-life balance
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Balancing work with life
by Toronto Training and HR
June 2011
Page 2
Contents3-4 Introduction to Toronto Training
and HR5-7 Definitions8-9 Benefits of a better work-life
balance10-11 Indicators of psychological
wellbeing12-17 Factors of work-life balance18-21 Outcomes of work-life balance22-23 What happens when the balance
fails?24-25 Drill A26-28 Impact of technology on the
science sector
29-31 Challenges faced by older workers32-33 Unresolved issues34-47 What can be done or is being
done?48-49 Drill B50-51 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definitions
Page 6
Definitions 1 of 2Work-life balanceStress
Page 7
Definitions 2 of 2WORK-LIFE CONFLICTRole overloadWork to family interferenceFamily to work interferenceWork to family spilloverCaregiver strain
Page 8
Benefits of a better work-life balance
Page 9
Benefits of a better work-life balance
A greater ability to attract, retain and motivate employeesReduced absenteeismHeightening employees’ energy, creativity and ability to handle stressIncreased job satisfaction
Page 10
Indicators of psychological wellbeing
Page 11
Indicators of psychological wellbeing
Life satisfactionJob satisfactionStressDistressSocial & organizational supportStressors
Page 12
Factors of work-life balance
Page 13
Factors of work-life balance 1 of 5
WORK DEMANDSJob typeTime in workTravel demandsTime in educationJob stress
Page 14
Factors of work-life balance 2 of 5
DEMOGRAPHIC CHARACTERISTICSAgeEducationSocio-economic statusResidenceFamily type
Page 15
Factors of work-life balance 3 of 5
NON-WORK DEMANDSResponsibilitiesChildrenElderlyDisabledGrandchildrenTime inHome choresChild careEldercareVoluntary work
Page 16
Factors of work-life balance 4 of 5
INDIVIDUAL/FAMILY MODERATORSWork different hoursTechnologyHave fewer childrenDelay familyUse of coping mechanisms
Page 17
Factors of work-life balance 5 of 5
ORAGNIZATIONAL MODERATORSWork arrangementUnion membershipPerceived flexibilityWork environmentSupportive managementSupports offered by organizationRefuse overtime
Page 18
Outcomes of work-life balance
Page 19
Outcomes of work-life balance 1 of 3
ORGANIZATIONAL OUTCOMESOrganizational commitmentJob satisfactionJob stressIntent to turnoverRating of organizationAbsenteeism
Page 20
Outcomes of work-life balance 2 of 3
FAMILY OUTCOMESFamily adaptationFamily life satisfactionParental satisfactionPositive parentingFamily integration
Page 21
Outcomes of work-life balance 3 of 3
EMPLOYEE OUTCOMESPerceived stressDepressed moodBurnoutLife satisfactionPerceived physical health
Page 22
What happens when the balance fails?
Page 23
What happens when the balance fails?
Role overloadRole interferenceRole spilloverCaregiver strain
Page 24
Drill A
Page 25
Drill A
Page 26
Impact of technology on the science sector
Page 27
Impact of technology on the science sector 1 of 2
Page 28
Impact of technology on the science sector 2 of 2
Page 29
Challenges faced by older workers
Page 30
Challenges faced by older workers 1 of 2
Development of caregiving responsibilitiesDisability onsetChanges in family circumstancesChanges in preferences
Page 31
Challenges faced by older workers 2 of 2
CHARACTERISTICS OF OLDER WORKERSMost older workers are menMany older workers are self-employed or work part-timeMost older workers are empty-nesters
Page 32
Unresolved issues
Page 33
Unresolved issues
OverloadStay home and workThe work of familyPay equity“Pray” between work and loveWorkplace etiquette
Page 34
What can be or is being done?
Page 35
What can be done or is being done? 1 of 13
RECENT CANADIAN SURVEYSixty-five per cent allow for time off for education leave. Twenty-two per cent of organizations that do so provide one to five days off per year, while the majority (56 per cent) make decisions on a case-by-case basis.Just over half of employers (54 per cent) enable some or all employees to job share.Forty-three per cent of organizations authorize a compressed work week, with only 18 per cent doing so on the basis of the seasonality of the company’s work.
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What can be done or is being done? 2 of 13
RECENT CANADIAN SURVEYEighty-six per cent of organizations offer flexible work hours for all or a portion of their employee population, although 68 per cent require employees to be on the job for certain core hours of the day.Seventy-seven per cent permit all or some employees to telecommute regularly. Ninety per cent of those that do so negotiate the terms with individual employees based on an approved business case. Seventy-four per cent provide extra paid time off for personal reasons in addition to regular vacation time.
Page 37
What can be done or is being done? 3 of 13
RECENT CANADIAN SURVEYThirty-six per cent offer sabbatical leave. Of those, 54 per cent provide six to 24 months off, while a further 31 per cent assess situations individually. Very few employers (four per cent) pay employees during a sabbatical, but of those that do, two-thirds allow them to bank a portion of their salary in advance of the leave.Thirty-two per cent of employers support volunteerism by providing employees with extra paid time off. Fifty-six per cent of those that do so, allow one to five days per year; 32 per cent have either no set policy, sponsor specific activities, or decide on a case-by-case basis.
Page 38
What can be done or is being done? 4 of 13
EMPLOYERSIdentify ways of reducing employee workloads. Specialattention needs to be given to reducing the workloads ofof managers and professionals in all sectors.Recognize that unrealistic work demands are notsustainable over time and come at a cost to the organization which is often not recognized or tracked. Accordingly, the employer may start recording the costs of understaffing and overwork.Identify ways to reduce the amount of time employees spend in job-related travel.
Page 39
What can be done or is being done? 5 of 13
EMPLOYERSHire more people in those areas where the organization is overly reliant on unpaid overtime.Collect data which reflect the total costs of deliveringhigh quality work on time (i.e. paid and unpaid overtime, subsequent turnover, employee assistance program use, absenteeism).Change their accountability frameworks and rewardstructures.Tangibly reward and recognize overtime work.
Page 40
What can be done or is being done? 6 of 13
EMPLOYERSDevelop an etiquette around the use of officetechnologies (e.g. laptops, email, cell phones)Make alternative work arrangements more widelyavailable within their organization.Reduce their reliance on both paid and unpaidovertime.Give employees the opportunity to say “no” whenasked to work overtime. Saying “no” should not be acareer-limiting move.Implement time off in lieu of overtime pay arrangements.
Page 41
What can be done or is being done? 7 of 13
EMPLOYERSProvide a limited number of days of paid leave peryear for child care, elder care or personal problems.Provide appropriate support for their employees whowork rotating shifts.Measure the use of the different supportive policiesand reward those sections of the organization thatdemonstrate best practices in these areas.Investigate those areas where use is low.
Page 42
What can be done or is being done? 8 of 13
EMPLOYERSImplement cafeteria benefits packages which allow employees to select those benefits which are most appropriate for their personal situation on a yearly basis.Offer child care and elder care referral services.
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What can be done or is being done? 9 of 13
EMPLOYEESSay “no” to overtime hours if work expectations are unreasonable.Try to limit the amount of work they take home tocomplete in the evenings. If they do take work home, they should make every effort to separate time spent in work from family time (i.e. do work after the children go to bed, have a home office).Try to reduce the amount of time they spend injob-related travel.Take advantage of flexible work arrangements if they exist.
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What can be done or is being done? 10 of 13
GOVERNMENTSImplement legislation:Which stipulates that an employer’s managementrights do not include an implied right to require anemployee to work overtime, except in the case of anemergency.That gives employees the right to time off in lieu ofovertime pay.
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What can be done or is being done? 11 of 13
GOVERNMENTSImplement legislation:That entitles employees to up to five days of paid personal leave per year. This leave should be available on short notice and the employee should not be required to provide a reason for his or her absence. Such stipulations would give employees the flexibility to deal with personal/family matters with a large degree of confidentiality.Includes specific language around long-term unpaid leave for the care of an elderly dependent. An elderly parent can require full-time care for a longer period of time than can be granted under short-term leave.
Page 46
What can be done or is being done? 12 of 13
UNIONSBecome advocates of employee work–life balance byundertaking public campaigns to raise awareness ofwork–life issues and suggest ways in which thesituation can be improved. This advocacy should bedone outside the collective bargaining process.Include work–life provisions (e.g. flexible workarrangements, family-friendly benefits) innegotiations during the collective bargaining processwith the objective of gaining new accommodationsin collective agreements.
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What can be done or is being done? 13 of 13
UNIONSSet up educational campaigns to:Increase individual worker’s knowledge ofwork–life balance issues.Give employees the tools they need toeffectively deal with situations as they arise.
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Drill B
Page 49
Drill B
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Conclusion & Questions
Page 51
Conclusion
SummaryQuestions
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