WorkLifeBalance RPT - WorkLifeBalance RPT

Report November 2011
Work and Life: The Balancing Act
human resource management
Work and Life: The Balancing Act by Crystal Hoganson
About The Conference Board of Canada

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Preface
Work and Life: The Balancing Act examines the growing imbalance between work-life and personal life and outlines the importance of maintaining a healthy work life balance. It explores the effects of societal influences and the business case for worklife balance programs and practices. The report presents the findings of The Conference Board of Canadas worklife balance survey of 384 primarily large and medium-sized organizations across Canada, which was conducted in 2010. It then looks at three Canadian organizations that have utilized innovative programs and/or initiatives to enhance work life balance for their employees. The report concludes by outlining guidelines that organizations can follow and incorporate into their worklife balance plan.

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Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i Chapter 1Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 The Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 About This Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Chapter 2Work and Life: The Growing Imbalance? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Advances in Technology: Are We Too Connected? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Aging Population . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A Changing Family Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Economic Instability and Market Shifts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 3Effects of Societal Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Work and Role Overload . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Workaholism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 4So What? Why Businesses Should Care About WorkLife Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . Presenteeism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Absenteeism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Addressing Human Resource Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 5Current State of Practices in Canadian Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . WorkLife Balance: A Priority? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . WorkLife Balance Practices and Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Education, Communication, and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 6Case Studies of Innovative WorkLife Balance Programs and Practices . . . . . . . . . . . . . . . . . . . . . . . Bayer Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ritch Durnford Lawyers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Seven Oaks General Hospital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3 4 5 5 7 7 8 8
10 10 11 11 12 14 14 15 18 19 19 22 23
Chapter 7What Should Employers Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 A Final Word . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Appendix ARespondent Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Appendix BBibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Appendix CRelated Products and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Acknowledgements
The author would like to acknowledge the contributions of her Conference Board colleagues: Nicole Stewart for her time, insights, and direction; and Karla Thorpe for her guidance, invaluable knowledge, and advice. She would also like to thank the internal reviewers, Bruce Joyce, Louise Chnier, and Carole Stonebridge; as well as the external reviewers, Alain Marchand (Universit de Montral) and John Starzynski (Legal Profession Assistance Conference of the Canadian Bar Association), for their insights and review. Thank you to all who took the time to fill out the survey, and particularly those who agreed to participate in the interviews for the case studies. It is through the participation of these organizations that we are able to conduct this type of research. A special thank you to the following individuals for participating in interviews: Helen Sraka, Bayer Inc. Nancy F. Barteaux, Ritch Durnford Lawyers Rose Dziadekwich and Carol Deckert, Seven Oaks General Hospital The Conference Board of Canada is solely responsible for the contents of this document, including any errors or omissions.
Executive Summary
Work and Life: The Balancing Act

At a Glance
Worklife balance is becoming harder to maintain, and the resultant imbalance is proving detrimental to employees and employers alike. This report aims to educate employers on the challenges of balancing work-life and personal life and help them support a better worklife balance for their employees. The report is based on a literature review, the results of a 2010 national survey of 384 employers, and three case studies of organizations that have made worklife balance a priority. clients. Not only does an imbalanced work-life affect an employers bottom line, but it is also increasingly hampering efforts to recruit and retain top talent.
When an employee is unable to manage worklife balance, problems can ariseincluding a decrease in productivity and an increase in absences and medical benefits usage.
alance between leisure time and work time is extremely important: it allows for rest and relaxation, and can rejuvenate the mind and body. However, with ever-increasing responsibilities and stressors, worklife balance is becoming harder to maintain, and the resultant imbalance is proving detrimental to employees and employers alike. When an employee is unable to manage worklife balance, problems can arise, including a decrease in productivity, an increase in absences, an increase in medical benefits usage, and a decline in the level of service provided to
The purpose of this report is to educate employers from private and public organizations across Canada on the challenges of balancing work-life and personal life. The report will help employers support a better worklife balance for their employees. The information presented the societal influences, the effects of worklife imbalance, and the consequences to employersis based primarily on an extensive literature review. The current state of practices in Canadian organizations is based on the results of a 2010 Conference Board of Canada national survey of 384 employers, as well as three in-depth case studies. The literature review revealed that certain societal factors are leading to an imbalance between work-life and personal life. Advances in technology appear to be largely responsible for the imbalance: they allow people to be available, accessible, and able to communicate 24 hours a day, seven days a week. An aging population is also a factor, as it is creating new responsibilities and additional caregiving stress for the younger generations. Furthermore,
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ii | Work and LifeNovember 2011
the composition of families has changed. Many families now have both parents in the workforce. As well, there has been an increase in single-parent families, who have a different set of challenges and, thus, worklife balance needs. Finally, the unstable economy has produced added pressures, with longer working hours, irregular shifts, and heavier workloads.
When communicating worklife balance initiatives to employees, just under two-thirds (62 per cent) of companies rely on the organizations intranet. Only 10 per cent of organizations provide training to employees on worklife balance, and 69 per cent of employers do not have any practices to help managers encourage work life balance among their workforce. This report looks at the innovative practices of three organizations that have made worklife balance an organizational priority. The three represent different industries, sectors, and firm sizes from across Canada. Each was asked to reveal what it believes to be essential elements in the success of its worklife balance programs and practices. The principal suggestions were to ensure the program has the full support and commitment of senior management, educate all members of the organization about the benefits of worklife balance initiatives, listen to employees, communicate effectively, and evaluate programs frequently. Organizations that recognize the importance of work life balance programs and practices, and make these a priority, can create positive changes in their employees and within their workplace. Even the smallest change can have a positive impact on employee performance and an organizations overall bottom line.
Only one-third (34 per cent) of employers place a high level of importance on worklife balance.
Worklife balance is an important human resource issue. But, unfortunately, most companies do not make it a priority within their organization. In fact, the research suggests that only one-third (34 per cent) of employers place a high level of importance on worklife balance programs and practices. Of worklife balance plans in operation, flexible work arrangements and information and referral services (e.g., child care) were found to be the most common initiatives (offered by 78 per cent and 61 per cent of organizations, respectively). There is also a need to educate organizations on how worklife balance approaches can ease certain human resource obstacles. Most employers are not convinced that worklife balance programs and policies can help alleviate challenges such as recruitment, decreased productivity, or absenteeism. They believe, instead, that worklife balance programs are most effective at increasing employee morale, loyalty, and retention.
Chapter 1
Introduction
Chapter Summary
Balancing work and life can be a significant personal challenge. High worklife conflict can significantly affect employees and the overall bottom line of a business. This report examines the growing imbalance between work-life and personal life; outlines the importance of maintaining a healthy work life balance; and provides guidelines that organizations can follow and incorporate into their worklife balance plan. The report is based on a literature review, the results of a 2010 national survey of 384 employers, and three case studies of organizations that have made worklife balance an organizational priority. family; spiritual needs) is based on what feels right to the individual and what they are looking for in life professionally and personally. Nevertheless, balancing work and life can be a significant personal challenge. Free time outside of work is highly valued, and Canadians struggle to find the personal equilibrium between their work-lives and their personal lives.1
Canadians struggle to find the personal equilibrium between their work-lives and their personal lives.
Yet only a marginal number of employers are making it a priority to overcome this challenge.
The Business Case

Organizations need to be aware that high worklife conflict can have significant negative consequences for employeesand a businesss overall bottom line. Also, as the competition for top talent continues to intensify, worklife balance initiatives are no longer being seen as an added bonus within an organizations
orklife balance is a broad concept. Although the term implies an equal balance between work-life and personal life, in reality worklife balance varies from person to person: the value and meaning depend on individual differences, personal characteristics, and life phases. How people choose to balance their work obligations (e.g., workload, work schedule) with the other priorities in their lives (e.g., physical, emotional, and mental health; leisure;
(Desjardins Financial Security 2008)
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The Facts
In 2008, close to two million Canadians worked 50 hours or more per weeka 23 per cent increase since 1998.1 Seventy-three per cent of women with children under the age of 16 are in the labour force.2 Twenty-four per cent of Canadians reported that most days are extremely or quite stressful.3 Thirty per cent of people in the 35 to 54 age category report high daily stress.4 In 2010, full-time employees lost 100 million workdays for reasons including illness, disability, and personal or family demands.5 If the 4.3 million Canadians with telework-compatible jobs worked at home two days a week, it could save Canadian organizations over $53 billion dollars a year.6
1 2 3 4 5 6 (McKenna 2010)) (Ferrao 2010, 9) (The Huffington Post Canada 2011) (The Huffington Post Canada 2011) (Uppal 2011, 4) (Lister and Harnish 2011, 4)
of Canada in 2010. The report is organized as follows. Chapter 2 examines the growing imbalance between work-life and personal life and outlines the importance of maintaining a healthy worklife balance. Chapter 3 explores the effects of societal influences, and Chapter 4 looks at the business case for worklife balance programs and practices. The report then focuses on the current state of practice in Canadian organizations in Chapter 5. Chapter 6 presents case studies of three Canadian organizations that have utilized innovative programs or initiatives to enhance worklife balance for their employees. The report concludes in Chapter 7 by outlining the guidelines that can be followed and incorporated into an organizations worklife balance plan. Methodology
The data included in this report were collected from a wellness and worklife balance survey that The Conference Board of Canada sent to 1,428 predominately large and medium-sized Canadian organizations in 2010. A total of 384 respondents participated in the survey, representing a response rate of 27 per cent. Respondents represent a cross-section of public and private sector organizations and include all major industry categories. A complete respondent profile can be found in Appendix A. An extensive literature review was also conducted on worklife balance and related topics. Next, interviews were conducted with three organizations that have incorporated different worklife programs and practicesBayer Inc., Ritch Durnford Lawyers, and Seven Oaks General Hospital. The organizations were selected on the basis of reputation, awards for good practice, multiple mentions in the literature, and recommendations from peers. They were also selected to represent a range of industry sectors across Canada from various-sized organizations. Certainly, findings from three organizations cannot be generalized to all businesses. However, their experiences identify strategies and practices that can help other organizations create healthy worklife balance environments.
culture.2 New recruits expect employers to support and practice worklife balance. For this reason, worklife balance programs and practices are now viewed as an important tool in helping organizations to attract and retain the talent they require.
About This Report

The report summarizes an extensive literature review, as well as data collected from a wellness and worklife balance survey conducted by The Conference Board
(Williams (b) 2009)
Chapter 2
Work and Life The Growing Imbalance?

Chapter Summary
Societal influences can contribute to the conflict that some people are experiencing in trying to maintain a suitable worklife balance. With new technologies, people are often connected 24/7, making worklife balance even harder to achieve. Three out of ten people in the 45 to 64 age category are taking care both of children under the age of 25 and an elderly relative. The new sandwich generation of workers in the labour force often experience caregiver strain. Many people may be dealing with high career demands while they still have young children at home. Other families require dual incomes to meet their financial needs. In addition, the number of single-parent families has grown. Economic instability and market shifts over the past few years have triggered changes in the way organizations are managed, often resulting in heavier workloads for employees. oday people are busier than ever. Working longer hours and playing several different roles (e.g., spouse, friend, parent, employee, manager, and community member) are generating a growing number of responsibilities and demands. In addition to everyday tasks, certain societal influencesincluding technological advances, the aging population, a changing family structure, and an unsteady economycan cause people to struggle with maintaining a suitable worklife balance.
Advances in Technology: Are We Too Connected?

Laptops, cell phones, social networking, Wi-Fi, tablets, and the smartphone. We now live in a digital era driven by technological advances, with the faster, the better as a goal. Some individuals believe that avant-garde technology has transformed and enhanced their ability to create a healthy worklife balance. It is true that with these innovative devices we can telecommute and work from home, which can help to create more flexibility and reduce the amount of time commuting to and from work.1
(Lister and Harnish 2011, 16)
On the other hand, technology can have a negative impact on an individuals worklife balance. With the development and expansion of new technology, people are basically accessible 24/7constantly connected with their office in their pocketwhich causes the lines between work and personal life to be blurred. Approximately 1 in 10 Canadians bring their BlackBerry with them on vacation,2 and almost 1 in 4 confessed to checking work-related e-mail and telephone messages while on holiday.3 The advances in, and increased usage of, cutting-edge technology have created a new level of pressure that has been added to the challenge of balancing work and life.
are also looking after an elderly relative.8 These caretakers often experience caregiver strain and report higher levels of worklife conflict than those who do not have these types of responsibilities.9 Take, for example, the stress of finding suitable 24/7 care for a sick or disabled relative or selling a parents home and moving the parent to a nursing home. This added caregiver role, with the accompanying responsibilities, can create further emotional, physical, financial, or mental stress and strain, and have an impact on the persons employment relationship.10
The Aging Population

There has been a shift in the age distribution within Canada. As of July 2010, the proportion of Canadians aged 60 and over accounted for 19.9 per cent of the population, or approximately 6.8 million people,4 up from 5.9 million people in 2006.5 This shift is producing an increasingly aging population and creating additional caregiving pressures on society.6 Since some eldercare issues are unplanned and can occur unexpectedly, workers are finding themselves suddenly responsible for their relatives personal care, financial matters, and everyday errands and tasks. This new sandwich generation of workers in the labour force is spending more time and effort caring for both their children and their aging parents or relatives.7 In fact, 3 out of 10 people in the 45 to 64 age category are not only taking care of children under the age of 25, but
A new sandwich generation of workers in the labour force is spending more time and effort caring for both their children and their aging parents or relatives.
Workers may also face further responsibilities with the arrival of grandchildren. In past generations, grandmothers rarely worked outside of the home. Yet, due to the surplus of women entering the workforce between the 1960s and the 1980s, many middle-aged grandmothers are currently in the workforce and also acting as temporary caregivers to grandchildren. In Canada, nearly two-thirds of women and more than half of men between the ages of 55 and 64 are grandparents.11 In fact, in 2006, more than 26 per cent of mature workers participated in unpaid child care, even though many of these children were someone elses children.12 In some cases, these mature workers have even become the primary caregiver. The 2006 Canadian Census reported that over 209,000 children (aged 14 and younger) lived in homes that were also shared with their grandparents.13 Of these children, approximately 65,000 are being raised solely by their grandparent(s). Grandparents
8 9 (Girard 2010, 47) (Duxbury and Higgins 2003, 15)
2 3 4 5 6 7
(De Souza 2010) (Trichur 2008) (Statistics Canada 2010) (Statistics Canada 2007) (Lily 2010, 1) (Duxbury and Higgins 2003, 4)
10 (Duxbury and Higgins 2003, 15) 11 (Ontario Health Promotion E-Bulletin 2005) 12 (Uriarte-Landa and Hbert 2009, 19) 13 (Milan, Vzina and Wells 2007, 25)
The Conference Board of Canada | 5
who are in the labour force and raising grandchildren at the same time report more instances of fatigue, depression, and other health problems than other people in their age category.14 Juggling care and employment can be challenging, and even overwhelming, especially if employees work for an organization that does not support flexible working arrangements or have other helpful workplace programs.
A Changing Family Structure

Several trends have developed over the years that have changed the structure of Canadian families. There is a greater need for higher educational attainment and, because of the high cost of this education, certain milestones have been delayed. Many people are marrying later in life and delaying childbearing. Thus, they may be dealing with high career demands while they still have young children at home, further straining the balance between their work and family life. In 2009, almost 73 per cent of women in the labour force also had children under the age of 16 living in their households.15
Furthermore, the number of single-parent households has grown. Canadas 2006 Census reported the highest number of lone-parent families compared with any recorded census figures since 1930. Single-parent families represented almost 16 per cent of all census families (approximately 1.4 million single-parent households).16 Being a single parent, in itself, has numerous challenges, but balancing work and family presents an even greater burden for these individuals. Not only are they the sole financial provider, but they are also the only disciplinarian, and they are left with the responsibility of handling all the household chores by themselves. To make ends meet, single parents may have to work two or more jobs, which creates more time pressures and leaves them less quality time with their children or for themselves.
Economic Instability and Market Shifts

Over the past few years, the economy has been unpredictable, triggering job losses and foreclosures on homes, initiating downsizing, and creating a general state of uneasiness. To adapt to these changes, organizations have altered the ways in which they are managed. For example, many have reduced personnel, even though the amount of work has not decreased.17 The employees who have been kept on are often required to pick up the slack and, fearing additional layoffs, they work longer, harder hours and are less likely to take vacations or ask for time off.18 The last few decades have seen a shift from a manufacturing-based economy to a service-based economy where first-rate customer service has become crucial to the success of an organization.19 As a result, employers require employees to be flexible, with many adopting non-standard working hours (e.g., evenings,
16 (Milan, Vzina and Wells 2007, 13) 17 (Desjardins Financial Security and The Psychology Foundation of Canada n.d., 5) 18 (Newman and Grigg 2009) 19 (Barrette 2009, 6)
When companies downsize, the remaining employees must pick up the slack. They work longer and harder, and are less likely to take vacations or ask for time off because they fear additional layoffs.
Apart from this, because a growing number of Canadian families now require dual incomes to create financial security and meet family needs, both parents are often active in the workforce. Not only has this situation altered roles within the family structure, it has also brought about changed responsibilities and new challenges, such as trying to find suitable child care. Time spent as a family becomes more precious, and possibly more pressured, as people juggle the responsibilities of paid work, domestic work, child care, and eldercare.
14 (National Advisory Council on Aging 2005, 5) 15 (Ferrao 2010, 9)
weekends, holidays, and shift work).20 To illustrate, in 2005, over four million Canadians aged 19 to 64 worked something other than a regular day shift (e.g., rotating shifts, night shifts, irregular schedules).21 The number of people working non-standard hours rose from 23 per
20 (Barrette 2009, 6) 21 (Williams 2008, 5)
cent in 1992 to 29 per cent in 2009.22 Compared with people who work regular hours, those working non-standard hours tend to be less satisfied with their worklife balance and are more likely to reduce their sleep and spend less time with their families.23
22 (Brooker and Hyman 2010, 1) 23 (Williams 2008, 5)
Chapter 3
Effects of Societal Influences

Chapter Summary
Many organizations have reduced the size of their workforce. As a result, employees are doing more at work but with fewer resources, causing them to feel overworked and overwhelmed. In 2005, almost one-third (31 per cent) of working Canadians aged 19 to 64 identified themselves as workaholics. Workaholics can be a disadvantage to an organization, as they typically have poor time management skills, produce substandard work, and have health problems. Workaholics are apt to report that they are unhappy with the balance between their work-lives and their personal lives. A 2009 survey revealed that almost half (48 per cent) of Canadians experienced high stress in the workplace within the last year. Repeated, prolonged, and unanticipated exposure to stress can alter a persons biochemistry, affecting the immune system and leaving the body vulnerable to disease and illnesses. Stress is considered a risk factor for many chronic diseases. he combination of advances in technology, an aging population, a changing family structure, and economic instability can all lead to work and role overload, workaholism, stress, and, consequently, worklife imbalance.
Work and Role Overload

So much to do, so little time often reflects the feelings of many individuals. With layoffs and downsizing, work and role overload is becoming the norm, and many employees are finding it increasingly difficult to balance competing priorities and responsibilities. Although the definition of a heavy workload can vary from person to person, it is commonly characterized by a combination of certain workplace pressures that contribute to work and role overload. Essentially, these conditions include long, difficult working hours; unreasonable workloads, with additional tasks on top of core responsibilities; pressure to work overtime; the inability to take vacation time; a faster, high-stress work environment; and increased expectations with impractical and unrealistic deadlines.1
(Canadian Union of Public Employees 2002, 4)
As many organizations have reduced the size of their workforce, employees are doing more with fewer resources, and feeling a time crunch. As a result, they feel overworked and overwhelmed.2 In fact, nearly threequarters of Canadians (74 per cent) believe that employees are overworked, including 85 per cent who agree that the workplace is a very stressful environment.3 Nearly half (48 per cent) of the employees in a 2008 survey felt that long working hours are the main cause of work-related stress.4
more likely to have a problem with time management and tend to report that their general state of health is fair or poor, compared with non-workaholics.8 In 2005, almost one-third (31 per cent) of working Canadians aged 19 to 64 identified themselves as workaholics.9 Compared with non-workaholics, workaholics tend to feel more rushed, trapped in a daily routine, and unable to accomplish daily goals.10 They are apt to report that they are unhappy with the balance between their work-lives and their personal lives, with 65 per cent concerned that they are not spending enough time with their loved ones.11 There are also hidden costs to organizations that have employees in their labour force who are obsessed with work. Workaholics characteristically work to the point of exhaustion, produce sloppy results, miss deadlines, fail to complete projects, work too quickly, and sacrifice attention to detail, all of which lead to decreased productivity.12 Furthermore, workaholics obsession with success causes them to ignore their physical and mental health. Worry and persistent anxiety can foster feelings of guilt, inadequacy, and hopelessness that, over time, can lead to mental health issues (e.g., excessive stress, anxiety, depression, substance abuse) and further costs to organizations.13
Workaholics characteristically work to the point of exhaustion, produce sloppy results, miss deadlines, fail to complete projects, work too quickly, and sacrifice attention to detailleading to decreased productivity.
Employers must take proactive measures against overworking their employees. A workforce that is inundated with responsibilities, both inside and outside the workplace, is a pressure-cooker on the verge of exploding. Research has revealed that work overload contributes to higher stress, poorer health, burnout, turnover, increased medical costs and a diminished capacity for creativity and innovation.5
Workaholism
People who work long hours, focusing solely on their job and turning it into a compulsion or obsession, are considered workaholics.6 It is a fallacy that workaholics are an asset to an organization and that they are the most productive, useful, and valuable employees. Actually, workaholics can be a disadvantage to an organization, as they typically are ineffective employees.7 They are
2 3 4 5 6 7 (Canadian Union of Public Employees 2002, 5) (Desjardins Financial Security 2008 , 3) (Catenacci 2008) (MacBride-King 2005, i) (Kemeny, 2002, 3) (Keown 2007, 28)
Stress
Stress is a subjective phenomenon that affects people differently. For example, some employees might see an increased workload as a positive thing. It may be a source of stimulation or creativity for them; and they may welcome the added work as a challenge, or even a sign that their boss thinks they are more than capable of handling
8 9 (Keown 2007, 28) (Keown 2007, 28)
10 (Keown 2007, 29) 11 (Keown 2007, 29) 12 (Williams (a) 2009) 13 (Desjardins Financial Security 2008, 5)
the responsibility. However, other employees might be overwhelmed by an increase in work. They might feel inundated and inadequate, which can lead to exhaustion and mental or physical ailments. Workplace stress can be caused by various situations, all with potentially negative, damaging effects. These situations can include unreasonably long hours, role ambiguity, poor communication between management and staff, negative office politics, and conflict between work and family responsibilities.14 Triggers can also be a combination of factorsincluding time pressures, daily hassles, economic insecurity, poor health, and interpersonal conflict.15
also contribute to mental health issues, burnout, family and marital problems, accidents, and alcohol and substance abuse.18,19 Combine workplace stress with personal demands (e.g., marital problems, child care, eldercare, financial problems), and an employer can have a very strained employee in their workforce. According to a 2009 survey, almost half (48 per cent) of Canadians said they experienced high stress in the workplace in the past year.20 In 2011, 35 per cent of Canadians experienced so much excessive stress at their workplace that they became physically ill as a result.21 And 31 per cent agreed that there was excessive stress in their home or personal life, which also made them physically ill. Clearly, stress-related illnesses can be costly, with detrimental effects for an employer. Unfortunately, stress is a part of everyday life and a normal physiological response to a hostile environment or situationbut how people manage it is the key.22 While stress management is primarily a personal responsibility, organizations also have an obligation to understand the pervasiveness and effects of excessive stress caused by worklife imbalance. Stress is a major issue in most workplaces. Because it is a leading cause of why an employees quality of work and output suffers, employers need to provide resources, practices, and/ or programs to assist their workforce in achieving a healthy, balanced lifestyle.23
18 (Bickford 2005, 9) 19 (Stonebridge and Sullivan 2010, 2)
Stress-related illnesses can be costly, with detrimental effects for an employer.
Although some people seem to thrive on stress, repeated, prolonged, and unanticipated exposure can alter a persons biochemistry, affecting the immune system and leaving the body vulnerable to disease and illnesses.16 Stress is considered a risk factor for many chronic diseases, including heart disease, strokes, cancer, diabetes, high blood pressure, migraines, and ulcers.17 Stress can
14 (Catenacci 2008) 15 (Bickford 2005, 8) 16 (Bickford 2005, 4) 17 (Stonebridge and Sullivan 2010, 2)
20 (sanofi-aventis Canada Inc. 2009, 18) 21 (sanofi-aventis Canada Inc. 2011, 18) 22 (Bickford 2005, 5) 23 (Lowe 2006, 20)
Chapter 4
So What? Why Businesses Should Care About WorkLife Balance

Chapter Summary
Presenteeismwhere an employee goes to work, but is not working at full capacityis a silent productivity destroyer. It is estimated to cost about 7.5 to 10 times more than absenteeism. In 2008, 83 per cent of employees admitted that they go into the workplace when they are sick, exhausted, or stressed out. In 2003, almost 500,000 Canadians aged 50 to 69 could not work because of health reasons. A recent Conference Board of Canada report indicated that the total direct cost of absenteeism was an average of 1.2 per cent of payroll, which is equal to approximately $7.4 billion in lost wages. Most respondents are not convinced that worklife programs and practices will alleviate specific issues within the organization. They believe that worklife balance programs are most effective at increasing employee morale and loyalty, and retaining staff. here are a number of direct costs and challenges for organizations that do not recognize or support a worklife balance philosophy. This chapter discusses some of the effects an imbalanced lifestyle can have on an organization.
Presenteeism
Presenteeism is a silent productivity destroyer. Although presenteeism is a fairly new concept in workplace health, employers need to understand it, be aware of it, and know how to manage it. It is the source of a multitude of problems that lead to employees being unable to function normally while on the job. Essentially, presenteeism means an employee goes to work, but is not working at full capacity. This can be the result of a single factor or a combination of factors that include illness, stress, role overload, or worklife balance issues, such as external family or life pressures. In fact, more than one in four Canadians said that they did not accomplish much at work when they were experiencing stress, and over a quarter called in sick when they were feeling stressed out.1
1 (sanofi-aventis Canada Inc. 2009, 18)
Definition of Presenteeism
The cost to the organization of lost productivity that occurs when physical and mental health issues inhibit the workers ability to perform to their full potential.
Source: Novak 2008.
Presenteeism also includes employees returning to work too soon after an illness. Sick employees who do not give themselves sufficient time to recover function below their capacity when they return to the workplace, and cause performance and productivity to suffer. Furthermore, they put healthy employees at risk of catching contagious illnesses, possibly reducing productivity even further. In 2008, 83 per cent of employees admitted that they go into the workplace when they are sick, exhausted, or stressed out.2 Most reported that they had important deadlines to meet and did not want their work to accumulate or be assigned to other colleagues.3 Others were concerned that missing time from work would be frowned upon by their supervisors or senior management and hinder their job security or career advancement.4 As a result, the costs associated with presenteeism can be significant. Cornell University has estimated the costs of presenteeism to be 7.5 to 10 times greater than the costs of absenteeism.5 In fact, Harvard Business Review estimates that American organizations may be spending $150 billion to $250 billion per year in lost productivity due to presenteeism.6
There are a number of possible reasons for absenteeism ill health, a sick family member, or fatigue (emotional, physical, or mental). In 2003, almost 500,000 Canadians aged 50 to 69 could not work because of health reasons.8 Absenteeism can have considerable ramifications for Canadian organizations. The overall absenteeism rate for 201011 was 6.1 days per employee.9 This rate was higher in the public sector (8.2 days per employee) than in the private sector (5.1 days per employee).10 A Watson Wyatt report indicated that the total direct cost of absenteeism was an average of 1.2 per cent of payroll.11 According to economists, this is equal to approximately $7.4 billion in lost wages.12 Health (including physical, emotional, and mental health) is one of the most frequently cited reasons why an individual may leave their job.13
A recent Conference Board report indicated that the total direct cost of absenteeism was an average of 1.2 per cent of payrollor about $7.4 billion in lost wages.
Productivity
Shareholder demands and global competition have increased, placing extra pressure on employees to accelerate their productivity and acquire better returns on investment for their organization.14 Yet, presenteeism and absenteeism, both lead to a decrease in productivity. Productivity losses can include a decrease in the units of work produced per man-hour, poor quality of work, a lack of efficiency, workplace accidents, and errors in judgment. As discussed above, the number of hours an employee is present in the workplace does not necessarily translate into high output. With more
8 (Stonebridge and Sullivan 2010, 2) (Stewart 2011, 18)
Absenteeism
Presenteeism is often a precursor to absenteeismin particular, long-term absence. Chronic physical and mental health issues can present themselves as decreased productivity and lead eventually to extended absences from the workforce.7
2 3 4 5 6 7
(Desjardins Financial Security 2008, 7) (Desjardins Financial Security 2008, 7) (Lowe 2006, 20) (Nowak 2006, 2) (Nowak 2006, 2) (Nowak 2006, 1)
10 (Stewart 2011, 18) 11 (Watson Wyatt 2007, 6) 12 (Stewart 2010, 2) 13 (MacBride-King 2005, 3) 14 (MacBride-King 2005, 2)
Canadians under stress and having difficulties coping with the competing demands of work and life, productivity at work suffers. To illustrate, the cost of productivity losses among workers with chronic diseases, illnesses, and mental health issues is almost 400 per cent higher than the cost of treating the disease itself.15
productivity, had a 200 per cent increase in the number of daily transactions performed, and reduced overtime by 50 per cent.17
Addressing Human Resource Challenges

Although the literature suggests otherwise, most respondents are not convinced that worklife programs and practices will alleviate specific issues within the organization. In fact, most employers are neutral concerning the extent to which worklife balance programs can positively impact recruitment, productivity, and absenteeism. (See Table 1.) Forty-two per cent of private sector organizations do not believe worklife balance programs would help improve recruitment challenges. Forty-eight per cent of public sector organizations believe only to some extent that absenteeism could be reduced if work life balance practices and programs were established. Moreover, over half (54 per cent) of public sector organizations think that employee stress might be only slightly reduced with these initiatives.
17 (Alliance for Work-Life Progress 2007)
In contrast to the literature, most respondents are not convinced that worklife programs and practices will alleviate specific issues within the organization.
If an organization makes a commitment to worklife balance initiatives, the negative effects and subsequent costs of absenteeism, presenteeism, and decreased productivity can be reversed. Take, for example, HewlettPackard Financial Services. The company converted some of its employees hours into a compressed workweek schedule, while other employees continued to work the typical 40-hour workweek in five days.16 The workers who switched to a compressed workweek nearly doubled
15 (Stonebridge and Sullivan 2010, 2) 16 (Alliance for Work-Life Progress 2007)
Table 1 Which Challenges Do WorkLife Balance Initiatives Alleviate?

(percentage of respondents)
n
Employee morale Employee loyalty Retention Employee stress Absenteeism Employee performance Employee productivity Recruitment 356 356 355 356 354 358 356 354 349
Not at all
9 10 12 10 12 10 10 15 15
To a small extent
20 17 18 18 22 22 20 22 26
Somewhat
35 39 39 44 40 43 45 39 38
To a great extent
35 30 28 26 25 24 23 20 19
To a very great extent

3 4 4 3 3 2 2 3 2
Punctuality
Note: Totals may not add up to 100 due to rounding. Source: The Conference Board of Canada.
On the other hand, worklife balance programs are believed to be most effective at increasing employee morale and loyalty and retaining staff. Slightly more than one-third of respondents believe their worklife balance programs increase employee morale (36 per cent) and loyalty to the organization (34 per cent). About one-third of organizations also believe that work life balance programs are an important retention tool. As the economy turns around, Canadian organizations will be in a race to recruit top talent from around the
world. Currently, Canada falls short when compared with countries such as Denmark, Norway, and the Netherlands, which are being recognized as the best of the best for maintaining worklife balance within their organizational culture.18 When organizations openly support worklife balance, it can help attract and retain top employees.
18 (Kelly 2011)
Chapter 5
Current State of Practices in Canadian Organizations

WorkLife Balance: A Priority?
Chapter Summary
Despite the research suggesting that worklife balance is an ongoing human resource and personal problem, only about one-third of employers make worklife balance a priority within their organization. There are a number of worklife balance practices and programs: flexible work arrangements, telecommuting, and information and referral services tend to be the most common initiatives in place within an organization. Creating and establishing worklife balance programs and practices usually requires a culture change within the organization. Despite the research suggesting that worklife balance is an ongoing human resource problem as well as a persistent personal problem, most employers are not making it a priority to overcome this challenge. Just over onethird of surveyed organizations (34 per cent) make work life balance a priority to a great or very great extent. (See Chart 1.) Both the private (33 per cent) and public sectors (38 per cent), as well as unionized and nonunionized organizations (35 and 34 per cent, respectively), place approximately the same level of priority on worklife balance. Specifically, the not-for-profit sector (56 per cent), the chemical/pharmaceutical sector (46 per cent), and the government (44 per cent) reported placing greater priority on worklife balance when compared with other industries. On the other hand, organizations in the construction (0 per cent), manufacturing (9 per cent), and food and beverage (15 per cent) sectors were least concerned about making worklife balance a priority. Securing senior managements full support and commitment to a worklife balance practice or program is essential. By gaining their buy-in, there is a better chance that they will participate in, encourage, and promote their organizations worklife balance philosophy. Organizations revealed that the most common ways senior management
his chapter summarizes the data collected from a Conference Board of Canada wellness and worklife balance survey that was sent out in June 2010 to 1,428 predominately large and mediumsized Canadian organizations operating in a variety of regions and sectors. A total of 384 respondents participated in the survey, representing a cross-section of public and private sector organizations and including all major industry categories. (See Appendix A.)
(percentage of respondents; n=381)

5 2 16 29
Chart 1 WorkLife Balance Is a Priority for the Organization
Chart 2 How Senior Management Demonstrates Commitment to WorkLife Balance

Not at all To a small extent Somewhat To a great extent To a very great extent
Demonstrating balance in their own personal lives Encouraging other staff to use the available worklife balance programs Talking about the importance of worklife balance Personally using the worklife balance programs available to employees None of the above 0 10 20 30 40 50 60
48 Source: The Conference Board of Canada.
teams demonstrate their commitment to worklife balance is by exemplifying balance in their own personal lives (52 per cent), encouraging staff to use the work life programs available (50 per cent), and discussing the importance of worklife balance during speeches or presentations to employees (42 per cent). (See Chart 2.)
Source: The Conference Board of Canada.
WorkLife Balance Practices and Programs

There are a number of practices and programs that organizations can implement to help employees manage their work and life responsibilities more efficiently, thereby increasing productivity, alleviating stress, and creating worklife balance. Programs and practices currently in place, as well as those being considered or under development in organizations across Canada, include: on- or off-site child care emergency child care assistance eldercare initiatives financial assistance for dependants fitness subsidies concierge services information and referral services community involvement personal leaves phased-in retirement (e.g., part-time hours) flexible working hours (e.g., compressed workweeks, telecommuting/working at home, job sharing, voluntary reduction of working hours)
Gaining the buy-in of senior management affords a better chance that they will participate in, encourage, and promote their organizations worklife balance philosophy.
Worklife balance is not only an issue that needs to be addressed by organizations; it is also a personal responsibility of employees. People need to be accountable, and they have a responsibility to approach their manager and facilitate a discussion if they are having problems creating or maintaining worklife balance. Employers need to educate employees on how to recognize the symptoms of an imbalance (e.g., emotional stress, depression, anxiety, feeling overwhelmed, lacking control over ones life) and need to create an environment where people feel comfortable enough to approach their front-line manager to discuss solutions.
Our survey revealed that flexible work arrangements, information and referral services, community involvement, and telecommuting were the most common worklife balance practices and programs already in place within an organization. (See Table 2.) Flexibility in the Workplace To encourage worklife balance, most organizations focus on workplace flexibility. Organizations are slowly moving away from the traditional see and be seen philosophy that employees need to be physically present at the workplace at specific, set times to have the highest productivity levels. Rather, a goal-oriented culture is beginning to appear. (See box Best Buys Results-Only Work Environment.) As Table 2 indicates, over threequarters of responding organizations (78 per cent) currently offer flexible working hours. Flexible work arrangements are slightly more prevalent in the public sector, with Table 2 Practices and Programs to Support WorkLife Balance
(percentage of respondents)
Best Buys Results-Only Work Environment

In 2006, Best Buy began implementing a Results-Only Work Environment (ROWE) where there are no compulsory meetings or set schedules. Employees are free to work wherever and whenever they want, as long as they accomplish their tasks and have their work done on time. ROWE is revolutionary, since it is dismantling the traditional belief that being physically present at work will result in greater productivity. The purpose of ROWE is to measure and evaluate performance on output rather than on the number of hours an employee works. Within months of this change in Best Buys corporate culture, productivity increased and engagement scores were the highest the company had ever seen.
Source: Conlin 2006.
n
Dependant Care Information/referral services Emergency child care On-site child care Emergency eldercare Off-site child care Financial assistancechild care Financial assistanceeldercare Workplace Flexibility Flexible working hours Community involvement Telecommuting/work at home Compressed workweek Voluntary reduction of working hours Job-sharing Phased-in retirement Concierge service/workplace convenience 372 361 366 358 355 357 352 352 367 349 356 344 350 351 350
Practices/programs are in place

61 14 12 7 5 4 2 78 58 57 46 43 34 24 7
Considering practices/ programs

2 1 1 1 1 1 1 7 6 14 6 5 6 18 1
No practices/ programs
37 85 87 92 94 95 98 16 36 29 49 52 60 58 92
Note: Totals may not add up to 100 due to rounding. Source: The Conference Board of Canada.
90 per cent offering flexible working hours, than in the private sector, where just under three-quarters (74 per cent) offer this type of worklife balance practice. By industry, government organizations, as well as organizations in the high technology and the chemical and pharmaceutical sectors, were more likely than other sectors to have flexible work arrangements. To Commute or Not to Commute? Another popular worklife balance program is telecommuting (working from home or from a remote workstation). With advanced telecommunications technology, a large portion of workers can work from home without compromising their job productivity or their family responsibilities. In fact, by offering telecommuting as an option to employees, Sun Microsystems, Inc. calculated that it saved $400 million in property costs over the span of six years.1 It is estimated that 4.3 million Canadians are employed in jobs that are telecommutingcompatible.2 If these Canadians worked two days a week from home, employers could potentially save up to $53 billion dollars a year.3 The Telework Research Network estimates that if just one employee worked part-time from home, an organization could save over $10,000 dollars a year.4 Fifty-seven per cent of surveyed organizations offer employees the option to telecommute. Telecommuting is especially popular among the communications/ telecommunications and the professional, technical, and scientific services industries (92 per cent and 81 per cent, respectively). Slightly more public sector organizations (60 per cent) provide telecommuting as an option for employees compared with the private sector (56 per cent). Community Involvement & Concierge Services From fundraising to volunteering time, organizations are beginning to recognize the importance of community involvement. Community involvement not only strengthens
a persons social network, but it also provides communities with much-needed help, motivates employees in their day-to-day work, and enhances an organizations image and reputation.5 Over half of organizations (58 per cent) encourage community involvement and offer this as part of their worklife balance program. Despite some well-known organizationssuch as Google and KPMGoffering concierge services to their employees to assist with everyday personal to-do lists, such as dry-cleaning, auto detailing, and running errands,6 most organizations do not offer this worklife balance convenience. Only 7 per cent of organizations currently have concierge services available within their organization and only 1 per cent are considering adding it to their worklife balance programs in the future. Dependant Care While flexible work programs are provided by a number of organizations, dependant care options are not as widespread. In fact, only 14 per cent of organizations offer emergency child care; 12 per cent offer on-site child care; and less than 5 per cent offer financial assistance for child care. Yet, in 2010, 1.7 days were lost per full-time Canadian worker due to personal or family responsibilities.7 However, more organizations are recognizing that employees who have dependants may require help in finding information, advice, and recommendations about available support services. Information and referral services are the most common dependant care initiative, with almost two-thirds (61 per cent) of organizations offering employees this service. Employers in the high technology, not-for-profit, and communications/telecommunications sectors were more likely to offer information and referral services to employees than were other industries. Some organizations offer this service through their employee
1 2 3 4
(Conlin 2006) (Lister and Harnish 2011, 4) (Lister and Harnish 2011, 4) (Lister and Harnish 2011, 7) 5 6 7 (Dixon 2010) (The Globe and Mail 2010) (Statistics Canada 2011)
Chart 3 Methods of Communicating WorkLife Balance Initiatives

Intranet New employee orientation Email
are imperative for a successful transition. Without these components, employees may be unaware of the initiatives that could help create a sense of balance between their work-lives and personal lives. Organizations most often communicate worklife balance practices and programs using the organizations intranet site (62 per cent) or during new employee orientations (51 per cent). (See Chart 3.) Slightly more than two-thirds (69 per cent) of responding organizations do not have any specific practices to help managers encourage worklife balance among their employees. (See Chart 4.) Twenty-seven per cent of respondents educate their managers on worklife balance; ten per cent provide training on worklife balance; and three per cent use other practices such as monthly EAP reminders, internal surveys, or policies and procedures that support worklife balance. For worklife balance initiatives to be successful, measures must be implemented to evaluate the effectiveness of such programs. Are the worklife programs tailored to employee needs? Are employees using the programs? Has productivity increased or have absences decreased? Has employee morale improved? Do alternative work arrangements require different methods to evaluate effectiveness? For example, if telework and flexible work arrangements have been adopted as part of an organizational change, evaluation methods may have to focus on the quality of employees work rather than on face time in the office or number of hours worked. By measuring employee satisfaction and performance, and assessing factors such as retention and absenteeism rates, the effectiveness of worklife balance programs can be evaluated. The survey revealed that half (51 per cent) of responding organizations use employee surveys to determine the effectiveness of their worklife balance practices and programs. Informal employee feedback (46 per cent) and exit interviews (39 per cent) are also common methods used to evaluate worklife balance initiatives.
Meetings (e.g., departmental, all staff) Posters Newsletter Brochures Do not communicate worklife balance offerings to employees Other 0
10
20
30
40
50
60
70
Chart 4 Practices Aimed at Managers to Encourage WorkLife Balance

No specific practices directed at managers Educating managers on worklife balance Training managers on worklife balance Rewarding/recognizing managers who support worklife balance Other 0
10
20
30
40
50
60 70
assistance program (EAP), while others have created specific websites where employees can find resources.8
Education, Communication, and Evaluation

Since creating and establishing worklife balance programs and practices usually requires a culture change within the organization, communication and education
(Lilly 2010)
Chapter 6
Case Studies of Innovative WorkLife Balance Programs and Practices

Chapter Summary
This chapter highlights three diverse organizations from across Canada that have made worklife balance an organizational priority: Bayer Inc., Ritch Durnford Lawyers, and Seven Oaks General Hospital. Each organization outlines its worklife balance philosophy or program and provides advice to others looking to establish or build on their current worklife balance offerings. Keys to success suggested by the organizations include the following: secure the support and participation of the senior management team; provide a variety of programs to meet the needs of all employees; and ensure the organization has a mix of employeesthose for whom a strong worklife balance is a priority and those who are more interested in pursuing career goals. strived to promote and maintain a healthy, balanced work life for their employees. The following case studies reveal some of the challenges and successes the organizations experienced in implementing their programs and practices.
Bayer Inc.
Bayer Inc. has placed a great deal of importance on worklife balance practices and programs, ensuring that employees maintain a healthy, balanced work-life. Bayer Inc., a Canadian subsidiary of Bayer AG, is a global organization that focuses on health care and material science.1 It has over 800 employees in Canada and is headquartered in Toronto. Bayer recognizes that its employees are the reason for the success of the organization and considers them to be its greatest resource. For these reasons, Bayer has developed and implemented an innovative worklife balance program that could easily be considered a lifestyle for employees. Life at Work In 2005, an employee engagement survey and focus groups alerted Bayers leadership team to the fact that worklife balance needed improvement within the companys organizational culture. As a result, the philosophy that a better life starts at work was created. In an attempt to make worklife balance more of a priority within the
1 All information about Bayer is from Helen Sraka. Interviewed by Crystal Hoganson, December 15, 2010.
o learn about innovative worklife balance initiatives, we interviewed representatives from three organizations notable for their progress in this area: Bayer Inc., Ritch Durnford Lawyers, and Seven Oaks General Hospital. These three organizations have
workplace, the senior leaders formed a Life at Work committee in 2006. This team was made up of employee representatives from each division as well as from the HR, Communications, Health and Safety, Finance, Facilities, and Field departments. Components of A Better Life at Work Employees found it difficult to find time in their day to go to the gym, and subsequent employee feedback indicated that it would be more convenient to have an on-site gym. The gym facilities launched Bayers worklife balance program and were introduced to employees in 2006. Bayer understood that worklife balance can mean different things to different employees and that not every employee included attending a gym as a part of maintaining a good worklife balance. So in 2007, Bayer began incorporating different programs and services that would meet the social, environmental, and physical needs of most (if not all) Bayer employees while at work. This included a number of programs, services, and facilities consisting of: free on-site fitness and wellness classes (e.g., Dance Grooves, yoga, Pilates, gardening, parenting, retirement planning, humour in the workplace) on-site personal trainers and massage therapists a Healthy Choices cafeteria where employees can place nutritious take-out orders for family dinners a quiet room with a library a lounge equipped with a TV and games ergonomic assessments and indoor air quality testing an abundance of greenery both inside and outside the building, including a green roof the Outback, a large lot in the back of the building with walking/running trails, multi-purpose courts, golf cages, and a putting green To help ease the financial burden of sending a child to university, scholarships for employees children were also set up. Floater days, alternative work arrangements, and flexible working hours were established to accommodate employees who wished to participate in practices or programs at various times during their workday. Furthermore, Bayer noticed employees were not taking their allotted holidays, so carry-over of vacation days was prohibited to force people to take a break from work.
In 2010, Bayer introduced Life Speakan online learning tool that contains videos from health experts on different topics (from healthy eating to mental health issues). Life Speak provides employees with tips on how to manage their challenges and be successful in their life changes. The online tool also encourages more field employees to be engaged in and participate in Bayers programs.
In 2007, Bayer began incorporating different programs and services that would meet the social, environmental, and physical needs of most Bayer employees.
In 2011, Bayer plans to expand the types of health and wellness classes it currently offers to include other classes, such as self-defence and meditation, that meet the diverse interests and needs of its employees. Bayer has created a website called Hello Bayer for new hires to access even before they start working. The site introduces them to the Life at Work program, provides virtual tours of facilities, and has helpful information on the companys programs and practices. Bayer plans to continue to upgrade this website and add features and tools to help new employees feel they are a part of the Bayer team from the moment they are hired. The worklife balance programs and services that Bayer created were inspired by the need to support and encourage the success of its employees. Bayers organizational culture changed to promote a balance between work-life and personal life. The company wanted to encourage people to take a break from work to rest and rejuvenate. Aside from reducing the risk of burnout, it allowed Bayer employees to have more time for their personal lives and, consequently, increased their productivity in the workplace. Challenges One of the biggest challenges Bayer faced during implementation of the Life at Work program was how to put the program together and make it attractive to all employeesboth on-site and field staff. For instance, field employees did not receive the same worklife balance benefits as on-site staff (e.g., on-site gym, free
classes, Outback). Their jobs are home-based and located across Canada. Bayer overcame these obstacles by creating specific programs for its field staff. For example, the field staff now receive a wellness subsidy of $400 for anything health-related (e.g., gym membership, personal gym equipment, and wellness classes). Clubs, such as a book club, were created to promote and increase social networking and increase engagement among field employees.
Although there is a focus on qualitative data, Bayer does use quantitative measures to evaluate the success of the Life at Work program. The online tool Life Speak is monitored and logs the number of people who sign in and download the learning tools. Other quantitative measures include conducting employee engagement surveys, tracking the participation rates in fitness classes and wellness sessions, and tracking facility usage. A 2008 survey found that 56 per cent of employees used the fitness centre, 37 per cent used the fitness subsidy, and 35 per cent used the lounge facilities. While voluntary turnover rates are hard to correlate with Bayers worklife balance program, the company does have lower rates compared with industry standards. For instance, in 2008, Bayers voluntary turnover rate was 2.9 per cent, whereas the industry average was 6.6 per cent.2 Keys to Success Simply introducing a new worklife balance program is not enough. The fundamentals of the organization need to change, which usually requires a top-down approach. Helen Sraka, Director of Talent Management at Bayer Inc., believes that the success of the Life at Work program lies with the senior management team. Not only did it grant the resources (e.g., gym facilities, wellness programs, Outback), but senior management team members are also excellent role models and actively participate in events and programs on a regular basis. The team played an important role in creating the work life balance program at Bayer and openly supports all employees, encouraging them to take time from work or use the facilities or programs available to them. The Life at Work committee is another key to the success of Bayers worklife balance program. The committee meets on a regular basis, manages the budget, and tracks participation. Since awareness is important to a successful program, the committee helps to effectively communicate the programs, practices, and services offered to Bayer employees.
2 (Cowan 2008, 15)
Simply introducing a new worklife balance program is not enough. The fundamentals of the organization need to change, which usually requires a top-down approach.
Another challenge was how to properly brand this new worklife balance program and effectively communicate it to all employees. The company needed to let employees know how and where to access these programs and facilities. To meet this challenge, Bayer went to an outside agency that assisted them with tying together their worklife and well-being plan. The agency came up with the brand Life at Work and helped Bayer set up a successful branding strategy. Measuring Success Bayer has noted that measuring the success of a work life balance program can be difficult because there are two sides to measurementthe quantitative and the qualitative. Most organizations focus on quantitative data, but Bayer prefers to focus on the qualitative data by looking at how the program is positively impacting the work culture; building relationships among employees; and drawing positive media attention to the organization. The company has also received extensive positive feedback from employees through employee surveys and focus groups. Surprisingly, this includes employees who do not participate in any programs, yet feel proud to be working for a company that takes such initiative in promoting work-life balance and wellness. Because of its focus on employees first and life at work, Bayer has been recognized as one of Canadas Top 100 employers for five consecutive years (200812).
Because it required the construction of multiple facilities and the purchase of a variety of equipment, the Life at Work program was fairly expensive to implement in the beginning. However, there was a budget that was adhered to and there is a budget in place for the maintenance of the equipment and the grounds. Bayer does not measure return on investment (ROI) with the Life at Work program. Rather, the company prefers seeing success through the attraction and retention of top talent and having a happy, healthy workforce that is creating a culture that is engaged in the organization.
The WorkLife Balance Philosophy At Ritch Durnford, some lawyers in the firm are concerned with balancing their career with their personal life or other activities, while others prefer working longer hours, making partner, and gaining equity. The distinction between Ritch Durnford and other law firms across Canada is that Ritch Durnford is supportive of different career paths. The firm provides its attorneys with the ability to have a successful career that can be balanced with their personal life. The firm has established a target of 1,300 billable hours per year, which is considered low compared with the average 1,800 hours that most lawyers are expected to bill yearly.6 The firm adjusts workloads to accommodate the individual needs of their employees on a caseby-case basis. Its small, boutique-style organization allows it to create this type of working environment. In particular, Ritch Durnford values the working mother and wishes to retain top female lawyers who want to have children and balance work-life with family life. As Nancy Barteaux stated in her interview, the firm views maternity leave as short-term pain to achieve long-term gain. The firm provides flexible working schedules and has a top-up program for maternity leave. By hiring an associate on a term basis, the firm was recently able to absorb the extra workload that was felt when two associates in the same group had a maternity leave at the same time. Aside from the worklife philosophy to which it is committed, the firm holds events and activities that include family members. For example, every Friday afternoon there is an employee social, where anyone who is available can have a drink and snacks in a relaxed atmosphere in the staff room. In the summer, the firm organizes activities such as harbour cruises, trips to hobby farms, and kids events. Employees and their partners can take part in a ghost walk on Citadel Hill at Halloween or the annual Christmas party in December.
Ritch Durnford Lawyers

A constant challenge for law firms is how to manage increasing client demands without overworking and burning out partners and associates. Attorneys work long hours, usually a minimum of 60 hours per week, and have little control over their workloads.3 Frequent travel is common and many partners or associates spend additional hours developing client relationships and looking for new business. As a result, attorneys frequently report shouldering excessive stress, becoming easily burnt out, and not having enough personal or family time.4 Firms that support worklife balance are becoming more appealing to new law graduates who are interested in both a successful career and a balanced personal life. Ritch Durnford Lawyers,5 a mid-sized, 30-person law firm in Halifax, Nova Scotia, was established in 1948. The law firm has two distinct areas of specialization insurance defence, and labour and employment. The firm does not have a formalized worklife balance program but, rather, a philosophy that is fully supported by the partners.
3 4 5
(Williams, Calvert and Cooper 2003, 17) (Williams, Calvert and Cooper 2003, 17) All information about Ritch Durnford Lawyers is from Nancy Barteaux. Interviewed by Crystal Hoganson and Nicole Stewart, December 10, 2010.
(Intini 2008)
The firm also has a Winter Day, where employees are allowed to book off any day they want to spend with their family. The Winter Day is offered in lieu of the Family Day holiday, which the Province of Nova Scotia does not recognize. Keys to Success Ritch Durnfords advice to organizations that are looking to create a better worklife balance for employees is to encourage the senior management team to support the programs, practices, or philosophy, and to demonstrate it in their own personal lives. It is important that an organization not say it supports worklife balance unless it actually does. In other words, if you are going to talk the talk then you must walk the walk.
WorkFamily Balance Certification for Organizations

The Province of Quebec is now acknowledged as a leading supporter of balance between work-life and family life. The governments certification program is similar to the environmental seal of approval for organizations that meet or exceed green standards. Organizations must apply for a work family balance certification rating on a scale of one to four. (For example, 75 points or more are needed for a level-four rating, the highest rating attainable.) Points are awarded to organizations that clearly demonstrate and adhere to work life balance initiatives. For instance, if an employer offers its employees financial or other aid for daycare, it receives four points; and if it offers telecommuting to employees, it is awarded two to three points. All organizations are able to take part in this certification, including smaller employers. In Quebec, family-friendly policies are viewed as investments, since they have measurable results that include a higher rate of employee satisfaction, commitment, and a reduced rate of voluntary departures.
Source: Marotte 2011
Finding it necessary to retain older workers, the healthcare industry hopes to delay retirements and develop programs to encourage retired employees to return to work.
Ritch Durnford has found it successful to have a good mix of peopleemployees who strive for a good work life balance, as well as employees who are willing to work longer, later hours with the goal of transitioning into partnership or management. Finally, a succession plan must be created to ensure that when senior leaders who support worklife balance leave, the organization has other leaders who will support and carry on the philosophy, programs, and practices.
a Top 100 Employer in Canada from 2005 to 2007 and received the Best Employers Award for 50-Plus Canadians three times. Seven Oaks General Hospital is an example of an organization that looked at the challenges of retaining workersin particular, mature workers. After conducting a pilot study to examine the fatigue, burnout, and accumulated stress that older health-care professionals experience, the hospital realized that worklife programs could be successful in preventing mature employees from leaving the workforce. Older Worker Leave Because Canadas labour force is aging and moving toward retirement, employers are faced with the challenge of finding new and innovative ways to retain mature workers and keep their experience, knowledge, and skills in the workforce. In the health-care industry, it has become imperative to retain older workers by delaying retirement or developing programs to encourage employees to return to work after retirement.
Seven Oaks General Hospital

Seven Oaks General Hospital (SOGH)7 in Winnipeg, Manitoba, is an acute care community hospital with 1,500 employees. SOGH has been recognized for its exemplary healthy organization strategy: it was designated
7 All information on SOGH is from Rose Dziadekwich and Carol Deckert. Interviewed by Crystal Hoganson and Nicole Stewart, January 6, 2011.
In 2008, SOGH launched the Retention of Older Workers (ROW) project, a two-year study funded by the Workplace Skills Initiative Program of Human Resources and Skills Development Canada. The objective of the project was to identify, develop, implement, and evaluate innovative strategies to retain mature workers and prevent a mass exodus of these employees from the health-care profession.8
prohibited from working within the health-care sector. Results from focus groups of recent retirees suggested that a three-month leave was an ideal period of time. This period of time is long enough for employees to recharge; at this point, they are often ready to return to the workforce. Therefore, OWL participants were given the option of a 12-week leave from their current position with a one-year return of service (ROS) agreement or a 24-week leave with a two-year ROS agreement.11 Although senior management was very supportive, one local union was not. Union members participating in the OWL study did not accrue seniority while on leave. This allowed for staff with less tenure to leapfrog them in seniority, which might affect their priority status when booking vacation time. Some employees were also concerned about buying back their pension time and the expense of prepaying both the employee and employer share of benefits. Outcome of OWL Research tools used to evaluate the OWL pilot study included surveys, interviews, and focus groups. All 15 participants returned to work after their OWL; however, one chose not to fulfill her one-year ROS agreement and retired within six months of returning to work. She was required to repay the unfulfilled portion of the ROS agreement.
Fifteen employees from four different hospitals participated in the Older Worker Leave (OWL) six-month study.
The Older Worker Leave (OWL) pilot study was developed from the ROW project in 2009. Preliminary research indicated that cumulative fatigue and psychological issues were common concerns among employees, especially those who worked night shifts. Feedback from SOGH surveys indicated that staff aged 50 years and older had never really had an opportunity to take a break from their career. A leave would not only rejuvenate them, but would also give them a chance to experience retirement, live on a reduced income, and have an opportunity to reflect on career and retirement options. The Program To be eligible for the OWL study, employees had to be at least 50 years of age; have a combined age and years of employment service that totalled 80 years or more (magic 80); have more than five years of service in the health-care sector; and have good performance and attendance records. In addition, the health-care facility had to be able to backfill the position.9 Fifteen employees from four different hospitals participated in this sixmonth study. The program was structured in a manner similar to maternity and bereavement leave.10 During the OWL leave period, the participants received payments equivalent to 55 per cent of their pre-leave salary and were
8 9 (Dziadekwich 2010, 2) (Dziadekwich 2010, 29)
Results from focus groups made up of recent retirees suggested that a three-month leave was an ideal period of time. This period of time is long enough for employees to recharge; at this point, they are often ready to return to the workforce.
The pilot study allowed employees to realistically assess their retirement plans. Some employees realized they were not prepared for retirement or living on a reduced income. Others realized they wanted, in fact, to retire sooner so as to allow them to spend more quality time with elderly parents or to look after
11 (Dziadekwich 2010, 2)
10 (Dziadekwich 2010, 2)
WorkLife Balance and Mature Workers

Why is it important to consider the worklife balance needs of mature workers? Research has indicated that worklife balance is a key factor for people when they are reviewing their decision to retire. In 2009, over a quarter of retirees aged 55 and older reported that they would have remained in the workforce if they had had flexible hours, such as part-time hours or a compressed workweek.1 Six per cent of retirees would have continued working if they had had suitable caregiving arrangements for their child or elderly relative.2 The top two complaints older workers have cited as reasons for their dissatisfaction with their worklife balance is spending too much time at work and not having enough time for family.3 Canada still faces a future labour shortage; the recession is providing only a temporary relief for employers.4 The retention of older workers in the workforce beyond their eligibility for retirement is a key strategy for many organizations. Employers can benefit from retaining the valuable skills and knowledge a mature worker brings to an organization. Furthermore, the unstable economy has forced retirement-aged employees to rethink and postpone their departure from the workforce. For financial reasons, some older workers are unable to reduce working hours and feel obligated to stay in the workforce longer, regardless of health, family, or personal issues.5 This can mean that they are trying to fit medical appointments into their workday and are missing work or bringing work home to make up for lost time. If employers want to minimize their labour shortage and retain their mature workforce, they need to realize that personal needs and priorities change over the years. Worklife balance programs and practices must reflect the unique desires and needs of these mature employees, including the implementation of appropriate support and accommodation.6
1 2 3 4
(Uriarte-Landa and Hbert 2009, 17) (Uriarte-Landa and Hbert 2009, 17) (Uriarte-Landa and Hbert 2009, 21) (Shepherdson and Hughes 2010, 8) 5 6 (Uriarte-Landa and Hbert 2009, 17) (Uriarte-Landa and Hbert 2009, 17)
Sources: Uriarte-Landa and Hbert 2009; Shepherdson and Hughes 2010.
ailing relatives.12 Furthermore, participants noted that their emotional and physical well-being improved while on leave. Prior to their departure, many had reported a high degree of stress and job strain. The leave allowed them to take care of themselves, practice for retirement, and take time for personal reflection. When they returned to work, they reported having better relationships with their supervisors and co-workers, which led to greater engagement and lowered stress.13
12 (Dziadekwich 2010, 14) 13 (Dziadekwich 2010, 14)
Not only did the OWL pilot program achieve its results by illustrating that it could successfully prevent mature employees from leaving the workforce; it also provided short-term leadership opportunities and an opportunity to establish new roles and relationships through mentorship programs. Replacements for OWL participants were provided two weeks of job shadowinga rarity in the health-care profession. Knowledge transfer kits were developed, and there was an increase in appreciation for mature workers and their value and expertise.
Chapter 7
What Should Employers Do?

Chapter Summary
Not all organizations are able to implement an extensive and expensive worklife balance program. However, even the smallest change within a corporate culture can affect an employees well-being and, subsequently, have a positive effect on the organization as a whole. The negative effects and subsequent costs of absenteeism, presenteeism, and decreased productivity can be altered. Certain principles and guidelines can be followed and incorporated into an employers worklife balance plan. Communication and education are crucial, as are supportive senior leaders. One size does not fit all. Employers must determine what employees need and want in worklife balance practices and programs, and recognize that these needs and wants change over the course of an employees lifetime. Not all organizations are able to implement an extensive and expensive worklife balance program. In particular, small businesses, or even large government-run organizations, may encounter obstacles. However, even the smallest change within a corporate culture can affect an employees well-being and, subsequently, have a positive effect on the organization as a whole.
This report has outlined how an imbalance in work and life can contribute to higher rates of absenteeism and presenteeism and lower productivity, thus having an impact on an employers bottom line.
ontrolling costs. Optimizing performance. These are two primary concerns for employers. This report has outlined how an imbalance in work and life can contribute to higher rates of absenteeism, presenteeism, and lower productivity, thus having an impact on an employers bottom line.
Allowing employees to have flexible hours, ensuring they take allotted vacation time, or providing the option to telework part-time are only a few examples that can help employees balance their responsibilities both in and out of the workplace. Reviewing workloads on a continual basis, allowing autonomy on the job, and encouraging social support in the workplace can all help improve the lives of employees. Additionally, information sessions on time management are beneficial to employees, as these sessions help employees gain useful techniques and tools to handle their stress and manage their time more effectively.
A number of suggestions were unearthed during the literature review and the case study interviews. Employers can apply these principles to create, promote, and sustain a successful work-life balance program or philosophy. While not all steps are necessary to produce a successful program, a careful review may reveal some ways to enhance existing programs. The following are examples: Establish a comprehensive worklife balance policy and ensure the programs and practices have the full support and commitment of senior management. Solicit from employees at all levels of the organization (through surveys and focus groups) their needs and wants in a worklife balance program. Since worklife conflict is multi-faceted and affects individuals differently, a program or practice should be tailored to suit an organizations particular corporate culture while avoiding the one size fits all approach. A menu approach permits workers to decide what fits best with their immediate needs. Market and brand the program internally with a slogan, logo, newsletter, e-mail, or intranet website. This step can build internal loyalty with employees and create a worklife balance culture within the workforce. Designate an individual or form a committee to research, design, and help implement the worklife programs or practices within the organization. Be clear and educate all members of the company about the benefits of taking part in a worklife balance program. In particular, train supervisors and managers to support the organizations work-life balance philosophy and be compassionate, understanding, and sensitive toward individual employee needs. Provide employees with training and tools to help them manage their time, schedules, and responsibilities. Modify the traditional see and be seen perception of employee productivity by implementing a goaloriented culture. Design an approach to track ongoing employee feedback. For instance, conduct surveys aimed at determining levels of employee engagement, how employees view stress at work, and/or how satisfied they are with their job.
Review and evaluate the practices or programs on a
regular basis. Employers must realize that employees needs and desires change as they pass through different stages of their life. As such, worklife balance practices may need to be modified to reflect these changes. If an organization makes a commitment to worklife initiatives, the negative effects and subsequent costs of absenteeism, presenteeism, and decreased productivity can be altered.
A Final Word
As the demands and responsibilities placed upon individuals grow, it is important for employers to recognize the impact and effects that certain societal influences, workload, role overload, and stress can have on employees. The combination of working harder and longer hours, combined with the added stressors from conflicting personal life responsibilities, can cause a multitude of emotional, physical, and financial problems for employees. Employers need to realize that these outcomes can harm both the individual and the organization. When creating worklife balance programs, it is essential that organizations have support from senior leaders, as well as training for managers. Open communication with employees will help organizations determine the best programs and practices for their organization. Specifically, it is important for organizations to realize that one size does not fit all. Rather, employee needs and wants change and re-prioritize over the course of their lifetime. Although stress can never be completely eliminated from ones life, it can be managed. Worklife balance programs and practices can facilitate stress management and focus on employee well-being. By implementing even the smallest initiative (e.g., flexible working hours or telecommuting), organizations can create a happier, healthier workforce; reduce absenteeism; and increase productivityall of which benefit both the individual and the organization.
Appendix A
Respondent Profile
his report summarizes the data collected from the wellness and worklife balance section of Compensation Planning Outlook 2011. In June 2010, the Compensation Planning Outlook Survey was sent to 1,428 predominately large and medium-sized Canadian organizations operating in a variety of regions and sectors. A total of 384 respondents participated in the survey, representing a response rate of 27 per cent. Respondents represent a cross-section of public and Respondent Profile
private sector organizations and include all major industry categories. However, there is a regional skew to the profile of respondents. Organizations from Ontario are overrepresented in this survey, while those from Quebec and British Columbia, were underrepresented. Furthermore, small organizations are under-represented, while medium and large organizations are slightly overrepresented.
(total number of responding organizations = 384)
Characteristics of responding organizations

Region Atlantic Quebec Ontario Prairies Alberta British Columbia North
Percentage of organizations
2 12 50 8 19 9 1

Operations Canadian only North American Global
60 13 27
(continued . . . )
Respondent Profile (contd)
(total number of responding organizations = 384)

Industrial classification Natural resources, excluding oil and gas Oil and gas Manufacturing Food, beverage, and tobacco products Chemical, pharmaceutical, and allied products Construction High technology Communications and telecommunications Transportation and utilities Finance, insurance, and real estate Retail and wholesale trade Education and health Government Not-for-profit Servicesaccommodation, food, personal Servicesprofessional, scientific, technical Sector Private sector corporation Public sector organization
3 7 6 3 3 2 6 3 10 17 7 5 12 8 3 4 73 27

Ownership Publicly traded shares Controlled by Canadian publicly traded company Controlled by foreign publicly traded company Privately held Not applicable Assets (Canadian operations) $0$99 million $100$999 million $1 billion and over Annual sales/service revenue (Canadian operations) $0$99 million $100$999 million $1 billion and over Number of employees Fewer than 500 5001,499 1,5005,000 Over 5,000 Total number of employees Total non-unionized employees
26 4 11 21 38 25 25 50
30 35 35 32 22 25 22 2,059,330 1,043,337
Appendix B
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Appendix C
Related Products and Services

Council on Workplace Health and Wellness Interact with senior leaders committed to improving organizational performance and productivity through enhanced workplace health, wellness, and safety. Council meetings offer members the opportunity to learn from subject matter experts, and to share best practices from leading organizations across Canada. Councils of Senior Human Resource Executives National, East, and West The Councils of Senior Human Resource Executives are three of the longest-standing and most successful networking and learning groups at the Conference Board. For over 30 years, senior HR leaders have come together to explore the trends and issues they deem critical to future success. Beyond Benefits: Creating a Culture of Health and Wellness in Canadian Organizations This report discusses the links between workplace health and wellness programs, employee health, and greater organizational health. Building Mentally Healthy Workplaces: Perspectives of Canadian Workers and Front-Line Managers This report provides a national perspective from working Canadians on their work environment and the degree to which it supports their mental well-being. The report highlights the workplace challenges faced by employees with mental health issues, and provides insight into how employers can best support these employees. Making It Meaningful: Recognizing and Rewarding Employees in Canadian Organizations This report looks at the current practice in rewards and recognition and discusses the value that a well-thoughtout rewards and recognition program can bring to an organization. The report serves as a tool for organizations to benchmark against, features best practices in this area, and provides insights into how organizations can improve upon their reward and recognition programs. Human Resources Trends and Metrics: Valuing Your Talent The 2010 Human Resources Trends and Metrics report presents survey findings on talent management practices as well as the human resources function. It also explores the economic and demographic trends driving human resources planning.
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Council on Workplace Health and Wellness
Explore Best and Next Practices, Exchange Ideas, and Make New Contacts Creating a healthy workplace is no easy task in todays demanding work environment. The organizational benefits of a healthy workplace are manyincluding reduced health-care costs, improved productivity, and increased employee attraction and retention. To realize these benefits, organizations need current information on the most effective tools and resources. The Council on Workplace Health and Wellness (CWHW) offers you a unique opportunity to join a network of committed organizational health management professionalsa forum where you can learn from subject matter experts, hear from leading organizations, and share insights with your peers. Key Objectives Improve your organizations performance by building your knowledge and competencies in workplace health, safety, and wellness. Identify successful practices, programs, and strategies in organizational health.
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WorkLifeBalance RPT - WorkLifeBalance RPT

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Report November 2011

Work and Life: The Balancing Act

human resource management

Work and Life: The Balancing Act by Crystal Hoganson

About The Conference Board of Canada

Work and Life: The Balancing Act

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ii | Work and LifeNovember 2011

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The Business Case

(Desjardins Financial Security 2008)

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2 | Work and LifeNovember 2011

About This Report

(Williams (b) 2009)

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Work and Life The Growing Imbalance?

Advances in Technology: Are We Too Connected?

(Lister and Harnish 2011, 16)

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4 | Work and LifeNovember 2011

The Aging Population

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The Conference Board of Canada | 5

A Changing Family Structure

Economic Instability and Market Shifts

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6 | Work and LifeNovember 2011

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Effects of Societal Influences

Work and Role Overload

(Canadian Union of Public Employees 2002, 4)

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8 | Work and LifeNovember 2011

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The Conference Board of Canada | 9

Stress-related illnesses can be costly, with detrimental effects for an employer.

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So What? Why Businesses Should Care About WorkLife Balance

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The Conference Board of Canada | 11

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12 | Work and LifeNovember 2011

Addressing Human Resource Challenges

Table 1 Which Challenges Do WorkLife Balance Initiatives Alleviate?

To a very great extent

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The Conference Board of Canada | 13

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Current State of Practices in Canadian Organizations

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The Conference Board of Canada | 15

(percentage of respondents; n=381)

Chart 1 WorkLife Balance Is a Priority for the Organization

Chart 2 How Senior Management Demonstrates Commitment to WorkLife Balance

48 Source: The Conference Board of Canada.

Source: The Conference Board of Canada.

WorkLife Balance Practices and Programs

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16 | Work and LifeNovember 2011

Best Buys Results-Only Work Environment

Practices/programs are in place

Considering practices/ programs

Review and evaluate the practices or programs on a