Wider take-up of work-life policies requires culture change

WORK-LIFE BALANCE

Work-life policies have rapidly risen up the business agenda, but why are practices such as career breaks, flexible working schedules and family leave not always a resounding success? New research from the Institute for Employment Studies concludes that these initiatives will count for little unless there is a supportive culture and strong leadership.

IES discovered a gap between the demand and take-up by employees of work-life options. Provision for work-life balance was wide-ranging among the six organisations studied. They offered career breaks, extended maternity and paternity leave, adoption leave, time off for domestic emergencies, leave for community and volunteer work and a varied mix of flexible working patterns: compressed working weeks, term-time working and flexi-time. Formal homeworking was less commonly offered, usually due to technological issues and management concerns.

Low take-up

Despite the significant efforts the six employers had made, take-up amongst staff had been relatively low . Sally Dench, who is a senior research fellow at IES and author of the report, explains:

Rights to time off and flexible working practices are rarely enough. A change in culture and attitudes within the organisation is necessary for the successful implementation of work-life balance practices. Both individuals and their managers need support to overcome real barriers. If senior managers are serious about promoting work-life balance they need to take a more proactive stance it rarely happens without positive leadership from above.

Key aspects of successful implementation

So, what are the secrets of achieving success in work-life balance? There are numerous practical lessons for employers in this report, but three powerful messages came through from the IES researchers:

1. Supportive culture

The culture of the organisation must support, not deter employees from achieving the balance they need.

A number of factors deter individuals from taking up the opportunities available, in particular, organisational cultures in which traditions of working long hours and ‘ presenteeism’ are entrenched, says IES. Attitudes of managers and colleagues can create adverse pressure, reinforced by the perceived damage to career prospects. Heavy workloads can also make the idea of flexibility seem far from plainsailing.

2. Management buy-in

Managers must learn how to operate with teams that incorporate varied working patterns.

Individuals and their managers require clear guidance on the acceptability of different practices and what works in different situations. Both parties often need support on how to adapt successfully to a different working pattern, and how to deal with unexpected difficulties. As IES points out: Managers need to learn how to manage teams working a range of working patterns and how to ensure that workloads are suitable and deadlines are met.

3. Clear, effective communication

Employees must know what they can ask for and how it can work.

There was often scope for individual employees to ask for a range of options that would suit their circumstances, but this was problematic for employees and managers who did not know what was possible, says IES.

A final word

Work-life policies don’ t just kick in automatically. There are significant management, cultural and communication issues to resolve. A good employer will want the business benefits. Therefore they will want to know why take-up is less than demand, and how they can provide the necessary leadership for change. — Richard Pearson, director, Institute for Employment Studies.

Want to know more?

Title: Work-life Balance: Beyond the Rhetoric, J Kodz, H Harper and S Dench. IES Report No. 384, 2002.

Methodology: IES conducted case studies in six organisations known to be proactively engaged in implementing work-life balance practices. In-depth interviews and focus groups with HR and line managers, and employees were combined with a questionnaire survey of employees. The study was sponsored by the IES Research Networks.

Availability: The 83-page IES report is available from the Institute for Employment Studies in Brighton, United Kingdom, tel: 01273 686751.

To read a press release online visit . . .

www.employment-studies.co.uk/press/0203.html

A catalogue of titles published by the Institute for Employment Studies is available on the IES web site . . .

www.employment-studies.co.uk

Posted 6 June 2002

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Wider take-up of work-life policies requires culture change