Oh, readers. I’m so, so disappointed. I thought we were making real progress (or at least having a productive discussion) on this workplace flexibility issue I sorta kinda care about. But clearly, we have a ways to go, since news from WorldatWork shows that despite offering work-life programs, employers are penalizing employees for using them. Sigh.
According to WaW’s survey, conducted annually through its Alliance for Work-Life Progress, although 80% of employers around the globe say they support family-friendly workplaces, employee respondents report that when they took advantage of work-life programs, they:
* Have been overtly or subtly discouraged from using the programs.
* Received unfavorable job assignments.
* Received negative performance reviews.
* Received negative comments from a supervisor.
* Have been denied a promotion.
The fact that this survey was global is particularly troubling. I thought other nations were supposed to be better at this.
I don’t blame you, though, and neither does WaW. The problem is not with HR/benefits pros, but rather with managers — more than half of whom think the ideal employee is one who is available to meet business needs regardless of business hours, and nearly 1 in 3 think that employees who use flexible work arrangements will not advance very far in the organization.
“While the HR department designs and administers work-life programs, it's the managers who have to implement it,” says Rose Stanley, work-life practice leader for WorldatWork. “Closing the gap between what managers believe and how they behave will make every workplace a better place to work.”
Stanley offers more indepth comments in EBN October’s cover story on flexible work. Meantime, what do you think? Are individual managers impeding employees’ efforts toward work-life balance? How can benefits professionals change minds and in turn, organizational culture? Share your thoughts in the comments.
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7 Comment(s)
Posted by: fsd | February 11, 2012 1:41 AM
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Posted by: garyjhonson12 | January 18, 2012 11:00 PM
In fact, employers do such unfair activities with workers, then its negative effects are going to be seen very soon. Of course the workers has their own interest in work. If Employers neglect such minor things. Then they have to pay for this. online business degree
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Posted by: dannielcruz | January 4, 2012 12:41 AM
That's not right that the employers are penalizing the workers for the work-life programs ..Its not at all fair on their part..If they will do that then the workers won't even will join or take work-life programs..I think employers shouldn't charge for the program..reverse phone directory
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Posted by: EBSalesTrainer | September 14, 2011 2:44 PM
Another example of why I personally believe there is no such thing as work-life balance - it's a lie. You'll either be successful at work or at home. But you can't do both. I think I once read "you cannot serve two masters..."
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Posted by: Aging with Grace | September 14, 2011 2:22 PM
The above posting confirms why eldercare issues go under reported in many companies. Employees are concerned that they will be overlooked for promotions,or even be squeezed out by a younger employee that does not have eldercare responsibilities.
Many employees have a direct report to a much younger person who has not experienced the struggle of carrying for an eldery loved while juggling personal and professional obligations.
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Posted by: M. Hawthorne | September 14, 2011 1:42 PM
Sometimes the manager is just a jerk (if I have to work long hours, everyone else should, too). But often it is the incentive structure already in place that negates the work-life programs. Managers are rewarded with bonuses based on overall productivity of his/her dept. - if their staff isn't as productive, whatever the reason, it directly and negatively affects the manager's livelihood. That needs to be addressed to make these programs work.
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Posted by: Courtney Hughes, PhD | September 12, 2011 2:49 PM
Individual managers are more likely to impede employee's efforts when they are not on board to begin with. By obtaining management buy-in and enlisting manager support in the planning and implementation stages, benefits professionals increase the likelihood of mangers supporting employees' wellness efforts. Also, tracking productivity data attributed to wellness and reporting this to managers can improve managers' attitudes toward the programs.
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