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Balancing Work-Family

Work-Family

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Balancing Work-Family

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    1. Balancing Work-Family Overview of Work-Family: Crisis & Myths McNeil Case Benefits & Barriers Common Practices Best Practices (if time)

    3. Work-Family “Myths” Gebeke, 1993) People will take too much advantage of w-f programs Child care is the family’s problem Family-supportive initiatives are costly

    4. Kathryn McNeil (A)

    5. Kathryn McNeil (A): Debriefing

    6. Benefits of Managing Work-Family Work-family initiatives lead to lower turnover and absenteeism, and higher productivity (Gebeke, 1993) Work/Family Directions argues that spending $1 on work-family programs yields more than $2 in direct-cost savings (Solomon, 1994) Investors react positively (e.g., higher stock prices when announced) (Cascio, 2006)

    7. Barriers to Implementing Work-Family Programs Cost (however, cost is often less than healthcare and more visible!) Lack of leader modeling (Carson, 2005)

    8. Work-Family (Work-Life) Practice Types (Cascio, 2006; Pratt & Rosa, 2003) – organizations take over or assist with responsibilities typically seen as the purview of the family Creating new “company towns” (Useem, 2000) Daycare and elder care – people’s homes become transformed into places of work Telecommuting, distributed work – programs to help people better keep work and family separate Flextime, 4/40 weeks job sharing, compressed work-weeks, part-time work, etc. If you have flex time, be sure to have hours where everyone is at work! Leave options (e.g., family-medical leave, maternity/paternity leave, etc.)

    9. Day Care & Elder Care In a recent study, childcare breakdowns were found to be responsible for 6,900 missed days at work at Chase Manhattan Bank alone (Cascio, 2006) Eldercare is estimated to cost U.S. organizations $400 million a year Employers who provide child care can reduce absenteeism and voluntary turnover by 20%! (Cascio, 2006) Johnson & Johnson found that having elder care and other work-life programs increases retention Options range from emergency back-up weekend and summer programs

    10. Distributed Work Teams (Rockmann & Pratt, 2005)

    11. HRM General Practices: Sloan Work-Family Policy Network Employers should: Design work to achieve both high performance and a satisfying work life Promote more women into high-level positions in company

    12. Best Practices (if time) Los Angeles Department of Water & Power (DWP)’s Work Family Services Fathering program (includes classes, support groups, and mentors, beeper loans) [Solomon, 1992; http://www.ladwp.com/ladwp/cms/ladwp000444.jsp#P15_388] Weyerhaeuser's Childcare Task Force & use of resource and referral programs (Working Solutions) to provide ongoing feedback [Haupt, 1993; http://www.weyerhaeuser.com/careers/companyculture/worklifebalance.asp]

    13. Best Practices Eli Lily worked with local and state governments to build a strong child-care infrastructure. SAS provides high quality daycare, health care center & wellness program concierge services (e.g., eldercare information), a cafeteria with booster seats, unlimited sick days and 7 hour work days.

    14. Questions?

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