Global Work/Life Balance : Experience in an International Organization

1. Global Work/Life Balance: Experience in an International Organization Juliana Oyegun, Chief Diversity Officer World Bank Group Global Summit Of Women Istanbul, Turkey: May 7, 2011

2. What Is “Work/Life Balance”? It is, according to IQPC Human Resources: • Having a measure of control over when, where and how individuals work, leading to their being able to enjoy an optimal quality of life. • Mutually beneficial to the individual, business, and society, balance is achieved when an individual's right to a fulfilled life inside and outside paid work is accepted and respected as the norm. To paraphrase: “balance” is defined by each individual -- and adapts based on work/social needs and norms.

3. What Is the Business Case? Providing flexible working options is a win/win. Employers benefit from: • Increased productivity: Less time spent on commute and face-to-face meetings. • Enhanced recruiting and retention: Attracting younger workers (Gen Y) who are less motivated by money and more motivated by having free time. Retain staff whose circumstances change • Reduced overhead costs: Fewer work spaces are needed in offices • Lower turnover: Engaged staff stay longer. • Reduced absenteeism: Staff can work when needed from anywhere. • Business continuity: Through access to remote systems and global connectivity systems

4. What Is the Business Case? (cont’d.) • Providing flexible working options is a win/win. • Employees benefit from: • Improved work/life balance: Able to work at staggered start/stop times. • Higher work engagement: Management values your personal needs • Increased productivity: Shorter commute time, fewer meetings • Reduced transportation costs: Drive fewer miles (and reduce carbon footprint)

5. What Does Research Tell Us? Flexible work culture = lower turnover • Organizations with an established culture of workplace flexibility: • Provide training to employees and management on how to be successful with flexible work schedules • Have a formal written flexibility policy • Market or feature the organization’s flexibility program as a key benefit to attract new talent Source: WorldatWork Survey on Workplace Flexibility 2011 • Employer flexibility correlates to employee turnover. • The higher an organization rates itself on the flexibility scale, the lower the organization’s voluntary turnover rate. • No correlation found between the number of flexibility options offered and employee turnover.

6. Flexible work culture = more motivated workers What Else Do We Know? • Workplace flexibility has an overwhelmingly positive effect on engagement, motivation and satisfaction. • MIT’s Daniel Pink’s research on companies around the world also denotes that the most important incentive to staff is feeling motivated and engaged. Source: WorldatWork Survey on Workplace Flexibility 2011 • Most respondents believe their flexibility programs have a positive effect on: • Employee engagement (72%), • Employee motivation (71%) and • Employee satisfaction (82%).

7. What is the World Bank Group? Our mission: “To fight poverty with passion and professionalism for lasting results” Our motto: “Our dream is a world free of poverty” Our shareholders: 187 member countries Our work: We are not a traditional Bank: we provide low-interest loans, interest-free credits and grants to developing countries for a wide array of purposes that include investments in education, health, public administration, infrastructure, financial and private sector development, agriculture and environmental and natural resource management.

8. Why is Work/Life Balance a Priority? • Internal: • In 2002, work/life balance was identified as a key priority area per the bi-annual Staff Survey. • Despite existing programs, the “take-up” by staff varied across the institution • Timing: • Other large organizations were grappling with the same challenges as the WBG • Canada released an important study on work/life balance • Corporate Leadership: • Management felt the institution has responsibility to provide the right environment, the right incentives—and most important of all—encourage the right behaviors

9. How Did We Begin? • Appointed a Corporate focal point in 2002 “to ensure specific, concentrated and continuous attention on work-life balance” • Tasked with deepening WBG “culture” • Built on existing policies and programs • Created an enabling environment for staff so that they could take advantage of flexible work options without negative impact on their careers • Provided implementation support and guidance to managers • Launched A - B - C (Achieving Balance Creatively) Campaign • Solicited feedback from staff on specific ideas to improve take up • Encouraged managers and staff to model best practice • Included first “Work-Life Balance Week”, which took in all WBG offices

10. Where Are We Now? • Our goal is flexibility. • With our global work and 24/7 clients, staff often work very early in the morning or very late at night. • Our programs acknowledge this and encourage staggered work hours that make the most sense to their business and personal needs • Flexwork options are location neutral, meaning you can work on the road, from a client’s office, or from your home. • Position flexwork as key to business, not as a benefit or staff entitlement. • Actively communicate that flexwork makes business sense • Success in work/life balance is up to the individual, but recognize there is a shared responsibility among staff, manager, and teams to decide how to work to best serve our clients.

11. What Are Our Key Programs? • Menu of work/life programs include: • Time • Flexible Working hours – Varying work start and end times • Alternate Work Schedules – Work 80 hours in 9 days with the 10th day off • Place • Telecommuting – Work from home for a job in another location • Home-based Work – Work from home in the same city as your job • Amount • Reduced Work Schedules – Part time work for specific periods • Job Share –Position can be shared with a colleague Flexible work options are available to all staff with managerial approval.

12. What Is The Support Infrastructure? • Communications: • Flexwork Toolkit: one-stop shop for staff & managers to learn about flexible work • Multiple IT tools: • Skype: Loaded on all Bank machines to reduce travel and telephone costs • Blackberry: Available to staff based on business need. • Videoconferencing: At Bank Group offices and other locations all over the globe • IT Help: • 24/7 global IT support • Remote access to desk computers and laptops • Corporate Program Resources: • Industry standard health services program • Lactation rooms, leave time for maternity/paternity/ adoption • Support for victims of domestic violence/spouse abuse

13. What Does Our Work Culture Look Like? Day care: Gymnasium: Concierge services: Cafeteria with Global cuisine:

14. What Did We Learn? • Secure top leadership support • Demonstrate management’s support • Develop a policies, programs, and communication strategies to support it • Conduct a pilot program • Train managers, HR practitioners, and staff on how to use flexible work optimally • Make sure everyone understands the business benefits • Invest in global connectivity systems • IT support is crucial to most flexible work options. • Market the programs well • Communicate continuously with all staff

15. What Is Our Key Message? • Create a culture that supports flexible work. • Everybody Wins!