Work-life balance needs to focus on social equity, says Work Foundation

WORK-LIFE BALANCE

Work-Life balance needs to focus on social equity, says Work Foundation

The focus of work-life balance debates in organisations needs to move away from proving the business case towards recognising the importance of the social benefits, according to new research from the Work Foundation, in association with Employers for Work-Life Balance (EfWLB).

For many switched-on organisations it seems obvious that there are powerful business benefits of work-life balance policies. Yet all too many of these initiatives are not helping their workforces or the organisation.

Beyond the business case

As Alexandra Jones, the author the Work Foundation report, explains: "Policies tagged onto organisations will sit at the edges, not adding the value they could, not improving employee work-life balance, not touching equity issues." Work-life policies need to be placed at the heart of an organisational strategy, and reflect wider social shifts towards a 24/7 society and employee needs - especially an individual's desire to be able to manage all his or her different responsibilities and aspirations.

Says Jones: "The smartest and most forward-looking organisations will see that by putting work-life balance at the heart of their cultures and their strategic plans they will not only be satisfying employees and creating more equitable workplaces, but increasing the productivity and responding competitively to significant changes, such as our growing 24/7 lifestyle."

By linking the social context and social case for change with the bottom line benefits, work-life policies would become "more successful and more beneficial to individuals, organisations and society".

Key survey results

The Work Foundation study also includes the results of a survey of 500 respondents which investigates their feelings about work-life balance. Among the key findings:

• Employers are responsive to the case for better work-life balance - three out of five people say that their employer would support all employees, with or without children, being able to work flexibly.
• Half of all respondents thought work-life balance was just not for parents
• But there were still over a third of employees who felt that work-life balance was only relevant to employed parents.
• Nearly two-thirds (64%) expressed a desire to spend more time with their families whether they had children or not.
• Two out of five (41%) of full-time workers say that they would be more productive if they were given more control over their time. One in five part-time workers gave a similar response, which indicates that working shorter hours does not necessarily mean they feel in control of their time.

The report concludes with case studies examining work-life balance policies in five organisations: BT, Inland Revenue, IXL Laundry Services, Lloyds-TSB and PwC.

A final word

Want to know more?

Title: About Time for Change, by Alexandra Jones, The Work Foundation in association with Employers for Work-Life Balance.

Methodology: The Work Foundation interviewed 500 men and women by telephone between April and May 2003.

Availability: You can download the 33-page report in PDF format, free of charge, at www.employersforwork-lifebalance.org.uk/media/press_releases050603a.htm

Employers for Work-Life Balance was set up in 2000 by a group of 22 employers to promote the business benefits of work-life balance and provide advice on best practice in work-life balance procedures. It was disbanded on Wednesday 5 June 2003 and passes its "awareness-raising brief" to The Work Foundation. Jump to www.employersforwork-lifebalance.org.uk

Formerly the Industrial Society, the Work Foundation seeks to "improve the productivity and quality of working life in the UK, with a unique fusion of research, consultancy and advocacy". To find out more visit www.workfoundation.com

Posted 9 June 2003