Work-life balance, is the key to organizational wellness. true employee value creation requires effective work-life balance policies.
Work-life balance, in its broadest sense, is defined as a satisfactory level of involvement or ‘fit’ between the multiple roles in a person’s life. Although definitions and explanations vary, work-life balance is generally associated with equilibrium, or maintaining an overall sense of harmony in life. The study of work-life balance involves the examination of people’s ability to manage simultaneously the multi-faceted demands of life.
Although work-life balance has traditionally been assumed to involve the devotion of equal amounts of time to paid work and non-work roles, more recently the concept has been recognised as more complex and has been developed to incorporate additional components. A recent study explored and measured three aspects of work/life balance.
- Time balance, which concerns the amount of time given to work and non-work roles.
- Involvement balance, meaning the level of psychological involvement in, or commitment to, work and non-work roles.
- Satisfaction balance, or the level of satisfaction with work and non- work roles.
This model of work-life balance, with time, involvement and satisfaction components, enables a broader and more inclusive picture to emerge.
For example, someone who works two days a week and spends the rest of the week with his or her family may be unbalanced in terms of time (i.e. equal measures of work and life), but may be equally committed to the work and non-work roles (balanced involvement) and may also be highly satisfied with the level of involvement in both work and family (balanced satisfaction). Someone who works 60 hours a week might be perceived as not having work/life balance in terms of time. However, like the person who works only a few hours a week, this individual would also be unbalanced in terms of time, but may be quite content with this greater involvement in paid work (balanced satisfaction). Alternatively, someone who works 36 hours a week, doesn’t enjoy his or her job and spends the rest of the time pursuing preferred outside activities may be time-balanced but unbalanced in terms of involvement and satisfaction. Thus, achieving balance needs to be considered from multiple perspectives.
What do we do
We help our clients achieve higher levels of productivity, efficiency, satisfaction and commitment to their employees through the following program:
Agile working: is about bringing people, processes, connectivity and technology, time and place together to find the most appropriate and effective way of working to carry out a particular task. It is working within guidelines (of the task) but without boundaries (of how you achieve it). One of our top clients of Agile Working - Unilever began the agile journey 3 years ago. Their approach is all about offering every employee choice and empowerment around where and when they work, as long as their job can be done – a culture that has meant removing the artificial measures of success, such as time and attendance, and focusing on results and performance. Unilever defines agile working as “an approach to getting work done with maximum flexibility and minimum constraints. It goes beyond just flexible working or telecommuting and focuses on eliminating the barriers to getting work done efficiently.”
With advanced collaboration tools you can build a collaborative organization that allows your people to have a work life balance and use their time in a more efficient and productive manner. Do not lag! Build an agile organization!
"Where does your organization stand? Do you have a work-life balance policy? "