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Chapter 7 The Strategic and Financial Effects of Work-Life Programs

Chapter 7 The Strategic and Financial Effects of Work-Life Programs. Jeremy Broughton. A Work-Life program includes any employer-sponsored benefit or working condition that helps an employee to balance work and nonwork demands. Work-Life Programs. 5 Areas. Child- and dependant-care benefits

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Chapter 7 The Strategic and Financial Effects of Work-Life Programs

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  1. Chapter 7The Strategic and Financial Effects of Work-Life Programs Jeremy Broughton

  2. A Work-Life program includes any employer-sponsored benefit or working condition that helps an employee to balance work and nonwork demands. Work-Life Programs

  3. 5 Areas • Child- and dependant-care benefits • Flexible working conditions • Leave options • Information services and HR policies • Organizational cultural issues

  4. Range Scope Quality Cost Communications Mgmt. Support Strategic Alignment Work-Life Initiatives + Develoyment Strategies

  5. Employee Behaviors • Turnover • Absenteeism • Motivation • Affiliation

  6. Likelihood to: Stay with the franchise Buy other company products Recommend services to others Be less sensitive to fee increases Productivity Timeliness Accuracy Responsiveness Customer Satisfaction / Operating Performance

  7. Revenue growth Expense reduction Profit growth Economic value added Financial Performance

  8. No one set of facts and figures will make the case for all firms Do not rely on isolated facts to make the case Don’t place work-life initiatives under unreasonable burden of proof Cautionsin Making the Business Case for Work-Life Initiatives

  9. Implementing A Strategic Approach To Work-Life Programs • Demographics and needs of the workforce (current and future) • How work gets done and the impact of work on the business and on its people • Make the business case for work-life programs and policies • Communicate the business impact of such policies

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