The difficulty associated with maintaining a work-life balance certainly isn’t a new saga – in fact, it likely dates all the way back to the days of the caveman. That said it’s becoming a more prominent issue for the workforce and, consequently, a more significant focal point for those in HR. If employees are facing stress in one aspect of their life, be it work or personal, it’s likely impacting their other functions as well. And in a time when productivity and innovation mean the difference between being a leader or a laggard, most firms can’t afford not to acknowledge the challenges that most in the workforce are facing.
A recent Pew study found that 56% of working mothers and 50% of working fathers find balance their work with their family life is either somewhat or very challenging. Similarly, 40% of working mothers and 34% of working fathers always feel rushed. What do these statistics mean for HR? More than half the workforce is feeling the squeeze when it comes to time and flexibility.
But working parents may be more passive about their need for a positive work-life balance than those from Gen Y. Unlike their predecessors, Millennials are explicitly demanding flexibility. In fact, 69% believe that regular office attendance is unnecessary, according to a Cisco study. What’s more, according to findings from Bentley University’s Center for Women and Business, 75% of Millennials are unwilling to compromise on their family or personal values. As a result, young top performers are choosing work environments in which the benefits are less about pay and more about creativity, personal meaning and adaptability.
Nevertheless, as baby boomers retire in mass numbers, the two generations are very quickly taking over the entire workforce which means that hiring managers and executives have to take note.
Below is a quick run-down for auditing your firms’ current culture offerings in regard to work-life balance.
Use an anonymous survey to investigate the following aspects of your employees’ life:
- Stress levels and perceived causes (i.e., time, responsibilities, work load, etc.)
- Impact of stress on productivity
- Desired options for alleviating stress (i.e., increased time flexibility, telecommuting options, mandatory breaks/no-work activities, health promotion activities, etc.)
With the results of this survey, pinpoint the issues that your workforce is facing and subsequently engage an educated trial-and-error process for implementing successful work-life balance practices. Pursue a follow-up survey after 3-6 months to ensure that the changes being made are putting your organizational culture on the right track.
This type of proactive behavior results in a domino effect of positive impacts because in addition to improving the productivity of your workforce, there is also a direct recruiting benefit. Firms that adapt to the changing wants and needs of the workforce are naturally going to improve their employer brand, or their reputation among prospective employees. In time, this will not only increase candidates’ attraction to the firm, but it will attract those individuals with the best culture fit. What’s more, the sourcing process will be less complex, reducing both time to hire and cost to hire. While all of this takes time to develop, it’s a win-win for candidates and employers alike.
Experiencing this upward spiral of hiring benefits isn’t difficult, but it does require change. In essence, the essential components to this entire process are (1) acknowledging a problem faced by the parents and millennials in the workforce that is causing a noticeable shift in work culture demands and (2) accepting short-term costs for significant long-term gains.
About the Author: Greg Moran is the President and CEO of Chequed.com, an Employee Selection and Automated Reference Checking technology suite as well as a respected author on Human Capital Management with published works including Hire, Fire & The Walking Dead and Building the Talent Edge. Greg can be found blogging at disrupthr.com, on twitter @CEOofChequed and Google+.