Implementing
Work/Life Strategies
From Management Buy-In
to Employee Needs to
a Successful Initiative
Workbook
Implementing
Work/Life Strategies
From Management Buy-In
to Employee Needs to
a Successful Initiative
DISCLAIMER
This paper was prepared by the Chartered Professional Accountants of Canada
(CPA Canada) as non-authoritative guidance.
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Table of Contents
The Business Case
1
The Value of Work/Life Programs
2
Generational Differences
3
Total Rewards Strategy
5
AWLP Definition
6
Seven Categories
9
Implementation
11
Management Buy-in
12
Survey Employees
13
Develop Framework
14
The Application Process
15
Provide Tools and Training
16
Follow Up and Evaluate
17
Final Thoughts
19
Resources
21
Self-Audit Checklist
22
“I can’t stress enough how important it is to get in touch
with your people, and ask them what it’s like to work in your
organization, and what it is they need to be successful, and
how much of it are they getting. And what would they say to
leadership? What would be the one thing that they need that
they’re not getting now?”
Kathie Lingle, Director, AWLP
1
The Business Case
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Recognizes change.
Demographics.
Competition for talent.
Recruiting from a larger talent pool.
Creativity and innovation.
Multicultural marketplace.
Good for business/bottom line.
Reduces turnover.
2
Implementing Work/Life Strategies
The Value of Work/Life Programs
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Attract and retain talent.
Raise morale and job satisfaction.
Increase productivity.
Increase commitment.
Reduce health-care costs.
Combat burnout.
Attract investors.
Define company culture.
Work/Life Effectiveness, Karol Rose
The Business Case
Generational Differences
•
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Twenty- to thirty-year-olds in the workplace are family-centric
or dual work/family centric.
Forty- to fifty-year-olds are work-centric.
3
4
Implementing Work/Life Strategies
5
Total Rewards Strategy
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Compensation.
Benefits.
Work–Life.
Performance and recognition.
Development and career opportunities.
6
Implementing Work/Life Strategies
AWLP Definition
Alliance for Work/Life Progress (AWLP, a US organization for work/life professionals): A specific set of organizational practices, policies, programs and a
philosophy that recommends aggressive support for the efforts of everyone
who works to achieve success both at work and at home.
Total Rewards Strategy
7
8
Implementing Work/Life Strategies
9
Seven Categories
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Workplace Flexibility.
Paid and Unpaid Time Off.
Health and Well-Being.
Caring for Dependents.
Financial Support.
Community Involvement.
Management Involvement/Culture Change Interventions.
10
Implementing Work/Life Strategies
11
Implementation
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•
•
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Management buy-in.
Survey employees.
Develop framework.
The application process.
Provide tools and training.
Follow up and evaluate.
12
Implementing Work/Life Strategies
Management Buy-In
“I think what engages people is you start with tone at the top. They have
to know that the board and management are onboard as it relates to the
importance of people in our organization.”
Carl George, CEO, Clifton Gunderson
CG Vision Statement: Growth of our people. Growth of our clients.
All else follows.
Best Practice
•
Appointing a top level planning group or task force that is responsible for:
—— Developing a policy statement.
—— Defining objectives and desired results.
—— Investigate what similar organizations have done.
Implementation
Survey Employees
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•
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Identify inventory of family friendly policies.
Talk to employees about what is in place and ask what they value.
Perform gap analysis between what you have and what employees want.
Best Practice
In determining your employees’ needs include an analysis of the composition
of your workforce such as number of men and women and their ages.
• What is the number of single-parent households by gender?
• What is the number of dual-career households?
• How many employees have elder care responsibilities?
13
14
Implementing Work/Life Strategies
Develop Framework
•
Approach
—— Management message.
—— FWA eligibility.
•
Principles
—— Proposal process is equitable.
—— Flexible schedules are a better way of performing work.
•
Procedures
—— Self-diagnostic test and application process.
•
Options
—— Detailed guidance on each FWA.
•
Comp and Benefit Grid
—— Chart with each effect of FWA on pay and benefits.
•
FAQs
—— Answers to questions on each option.
Implementation
Best Practice
Promote your new initiative in various ways such as communication on your
intranet, posters in the lunch room and by encouraging managers to model
flexibility. Reward managers who are effective.
The Application Process
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Understand the options.
Assess the situation (Am I eligible?).
Make a proposal.
Have an open discussion.
Decide how to demonstrate that work is being done.
Determine communication strategies.
15
16
Implementing Work/Life Strategies
Provide Tools and Training
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Roles of managers and employees.
Steps for requesting and reviewing an application.
Application process.
Not just “how to” training but management training.
Business gains.
Two-sided flexibility: something in it for both sides.
Communication.
Troubleshooting.
Best Practice
Create a process to incorporate flexible work arrangements in client engagement planning process to help managers begin to think differently about the
work and workforce.
Implementation
Follow Up and Evaluate
•
Measures of success:
—— Quantity.
—— Quality.
—— Timeliness.
—— Revenue.
•
Ask staff to evaluate their flex option:
—— Likes and dislikes.
—— Suggestions.
Best Practice
Form a work/life network with accounting firms, law firms and other
businesses to learn from each other.
17
18
Implementing Work/Life Strategies
19
Final Thoughts
Workplace flexibility is the way work will be done going forward. It meets the
needs of employers, employees and customers. Flexible work arrangements
are recognized as a tool for recruiting and retaining good employees from a
diverse talent pool and relieving the pressures inherent in the struggle to manage the responsibilities of work and personal life.
Work/Life Effectiveness, Karol Rose
20
Implementing Work/Life Strategies
21
Resources
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www.cpacanada.ca/worklife
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www.hrsdc.gc.ca
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www.aicpa.org/worklife
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www.awlp.org
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www.bc.edu/centers/cwf
•
www.catalystwomen.org
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www.worklifeharmony.ca
•
www.greatplacetowork.ca
22
Implementing Work/Life Strategies
Self-Audit Checklist
Instructions: Check all programs, policies and initiatives currently in place at
your organization.
Caring for Dependents
Childcare
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Childcare resource and referral services
Childcare discount program with national providers
Emergency backup childcare service (center-based and/or in-home care,
school closing care)
Special needs childcare
Other
Other
Parenting
—
—
—
Workplace seminars
Lactation support services (education, on-site mothers’ room, lactation
counseling)
Support for grandparents raising grandchildren
Elder Care
—
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Elder care resource and referral services
Long-term care insurance
Emergency backup elder care service
Disabled adult care
Geriatric counseling
Resources
—
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In-home assessments
Other
Other
Health and Wellness
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Employee Assistance Program (EAP)
Concierge service
24-hour nurse line
Workplace convenience services
Fitness center affiliations
On-site work-life seminars (stress reduction, financial planning, parenting, etc.)
Other
Other
Workplace Flexibility
Full-Time Options
—
—
—
—
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Flex time
Telecommuting
Compressed workweek
Other
Other
23
24
Implementing Work/Life Strategies
Part-Time Options
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Part-time schedule
Job sharing
Phased return from leave
Other
Other
Financial Support
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Personal financial planning service
Adoption reimbursement program
Tuition reimbursement program (student aid/loan programs)
College scholarships
Commuter benefits
Mortgage assistance program
Vision discount plan
Accident insurance
Legal plan
Employee discounts
Adoption assistance
Other
Other
Resources
Paid and Unpaid Time Off
—
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Personal/vacation days
Sabbaticals
Legislated holidays
Paid family leave for new parents (fathers, domestic partners as well as
mothers)
Short-term disability
Long-term disability
General leaves of absence
Other
Other
Community Involvement
—
—
—
—
Community volunteer program
Matching gift program
Other
Other
Internal Sharing
—
—
—
—
Shared leave program (donating personal/vacation time to others facing
emergency situations, such as a child with terminal illness or other family
catastrophe)
Disaster relief fund
Other
Other
25
26
Implementing Work/Life Strategies
Culture Change Initiatives
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—
—
—
—
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Diversity/inclusion initiatives
Women’s advancement initiatives
Work redesign (efforts to reduce work overload and burnout)
Team effectiveness
Work environment initiatives
Other
Other
27