WORK-LIFE INTEGRATION, REDUCING WORK STRESS: SOME STRATEGIES THAT WORK

1. WORK-LIFE INTEGRATION, REDUCING WORK STRESS: SOME STRATEGIES THAT WORK Donna S. Lero Centre for Families, Work, and Well-Being University of Guelph, Ontario OLA SuperConference, Feb 3, 2006

2. Overview • Key Influences Affecting Work-Life Integration, Role Overload, Employee Satisfaction and Performance • Consequences of Work-Life Imbalance • Personal and Organizational Strategies • Policy Options

3. Current Influences • Changing Demographics • Changing labour market trends and employment relationships • New technologies • The need for change on multiple levels • A global concern

4. Demographic Trends 1 • Women and Work • 46% of the employed labour force • 75% of women 25-54 years • 62% of mothers of children < 3yrs • 72% of women work full time • Women’s earnings are essential to families, the economy

5. Demographic Trends 2 • Families and work • 73% of 2-parent families are dual earners; most often both work full time • 18% single parent families 74% of single mothers with school-age children employed • Changing Work Patterns and Work Hours Affect Employees and Family Life

6. Demographic Trends 3 Population Aging • In 2000, 12% of pop 65+ … by 2026 more than 20% • Increased longevity • Continuing low fertility rates • Ratio of potential support Reliance on fewer workers for contributions to pensions, social programs (workers/ seniors > 65) 5:1 in 2000 3:1 in 2026 • The Caregiving Crunch

7. Labour Market Trends 1 • 1990s – a difficult decade; 1998 > recovery • Widespread downsizing • Increase in precarious employment Self-employment- own account Contract/temporary work Part-time employment

8. Labour Market Trends 2 • Current period: Strong economy with * Some labour and skill shortages emerging * Jobs requiring more education, skills but… There are also many low-wage jobs * Recent losses in manufacturing sector of good jobs; * Continuing concerns about mergers, outsourcing • Work intensification; Workload issues • Quality of Work a critical issue • Employees (all ages, both men and women) desiring more work-life balance

9. Labour Market Trends 3 • Baby boomers approaching retirement • Increasing proportion of older workers • More employees with an aging parent; 15% in sandwich generation • Competitive recruitment in health, government, construction, senior management

10. Changing Libraries • From refuge to hub of activity • An electronic environment • Serving more people, more diverse populations • Increased expectations for service • Changing amount and pace of work

14. Evidence of Increased Work Stress and Work-Life Conflict Major studies are consistent: • Work-life conflict has increased over the decade • Employees' mental health has declined • Employees’ attitudes to work are deteriorating • More job stress • Less job satisfaction and commitment Concerns on many levels

15. Role Overload and Conflict Between Work and Family 1991, 2001 • 1991 • 2001 Source: Duxbury & Higgins, 2001

16. Change in Key Mental Health Outcomes Over Time • 1991 • 2001 Source: Duxbury & Higgins, 2001

17. Employee Attitudes and Outcomes: 1991 vs. 2001 • 1991 • 2001 Source: Duxbury & Higgins, 2001

18. Evidence of the Costs of Work-Life Imbalance • Costs to employees Individually and as family members • Costs to employers Conflicts between home and work costs approx. $16 billion/year due to absenteeism and disability costs, turnover, Recruitment and replacement, lost productivity • Costs in quality of care provided • Less time in volunteering, social relationships

19. Causes of Role Overload and Work-Family Conflict • Organizational Culture ** • A culture that supports balance and values employees who are treated with fairness and respect; A Healthy Workplace vs. • A culture of hours (long hours, face time a priority) • A culture of work OR family (work comes first) • Work Demands and Workload • Work hours, amount of unpaid overtime, • Total hours associated with work, commuting time • Lack of Community-Based Resources to Support Caregiving • Missing or Inadequate Public Policies

20. Personal Strategies for Work-Life Integration • Redefine role structure, role demands • Redefine role expectations, priorities • Renegotiate, share roles with others • Attend to multiple role demands consciously • Splitting / separating / compartmentalizing • Integrate • Recognize your limits and limit personal costs (sleep, exercise, having a life)

21. Promote and Participate in Organizational Change • Senior leadership is key • Employee participation is essential • Workplace size is important • Set goals, monitor and measure along the way • Celebrate successes • Share and learn

22. Work-Life Integration in the Early 21st Century SUMMARY: • Recognition of aligning work-family integration with core business goals -- Human Capital Focus • Not just a personal concern • A Business AND a Social Policy Issue • A Gender Equity Concern • An International Concern

23. References and Resources • Centre for Families, Work and Well-Being, University of Guelph. www.worklifecanada.ca • Duxbury, L. & Higgins, C. (2001). Work-life balance in the new millennium: A status report. www.cprn.ca/7314_en.pdf • Duxbury, L. & Higgins, C. (2005) Report 4: Who is at risk? Predictors of work-life conflict. Work-travail-rpt4_e.pdf • Hollingworth, M. (2005) Resolving the dilemma of work-life balance: Developing work-life maps. Ivey Business Journal, University of Western Ontario • Kelloway, E.K & Day, A. (2005). Building healthy workplaces: What we know so far. Canadian Journal of Behavioural Science (special issue). 37 (4) • Lee, M.D & Kossek, E. (2005). Crafting lives that work: A six-year retrospective on reduced load work in the careers and lives of professionals and managers. http://flex-work.lir.msu.edu/ • Work-Life Balance in Canadian Workplaceshttp://labour-travail.hrdc-drhc.gc.ca/worklife/

24. Thank you for your attention. Comments, questions dlero@uoguelph.ca www.worklifecanada.ca