As a work-life professional who has been in the field for more than 20 years, I've seen a lot of changes over the last two decades. What began as stand-alone child care and elder care referral programs now have become an integral part of many companies' benefit offerings.

Whether provided by a work-life vendor or integrated as part of an employee assistance program or concierge service, employers have come to realize that these programs do make good business sense. In light of the current economy, I thought I'd reflect back on how far we have come and what challenges are still in store for work-life programs.

When I started in this business in the late 1980s, many employers did not know, or care, about their employees' work-life balance. The personal issues that workers faced were meant to be dealt with at home, not at work.

Segregating these issues, of course, is not realistic, and employers started embracing the idea that these benefit programs could be helpful.

In return, the employer got a more dedicated and productive workforce, and had a unique benefit program to attract new employees.

Today, most midsize and large employers offer some kind of work-life program. Whether it is flexible hours or a concierge service, the benefits of offering such programs seemed to outweigh the costs - that is, until the economy bottomed out last year.

Now, every benefit program is being scrutinized for maximum impact and cost-savings. Return on investment is a requirement. Programs that don't show how they positively impact the bottom line are on the chopping block.

However, despite the recession, according to the Families and Work Institute 2008 National Study of Employers, there has been surprising stability in the work-life practices, policies, programs and benefits:

•  79% of employers now allow at least some employees to periodically flex their hours, up from 68% in 1998.

•  More employers today (39%) than in 1998 (23%) provide access to information about services for elderly family members.

•  More employers offer employee assistance programs - 65% now, up from 56% in 1998.

•  There has been an increase in wellness programs, with 60% of employers providing them today, compared with 51% in 1998.

•  More employers are providing women with private space for breast-feeding (53% in 2008 vs. 37% in 1998).

Despite some examples of companies cutting back on benefits - for example, Anheuser Busch no longer supplies its employees with two free cases of beer a month - many employers are continuing to offer work-life benefits and adding new programs:

•  Intel Corporation offers a scholarship program for employees' children and a tutoring assistance program.

"We have [parents] tell us they no longer have to rush home from work and jump into helping with homework, because their kids are already on the computer doing their lessons with the tutor," says Cynthia L. Del Frate, Intel's program manager.

•  USAA recently began offering a concierge service that helps with a variety of personal tasks.

•  Discovery Communications has a new day care center and, in January, added back-up child care.

•  General Mills added an onsite personal pharmacist to consult with employees and their families to help them better understand the drugs they're currently taking, and prevent and/or resolve any drug therapy problems.

According to The Corporate Executive Board, employees who are happy with their work-life benefits work more than 20% harder and are one-third more likely to stay with the organization.

In addition, although many companies have had layoffs and benefits cuts due to recession, maintaining or even adding lower cost work-life benefits will boost employee loyalty and morale. When the economy improves, organizations that support work-life initiatives will be in a better position to retain these employees and recruit new ones.

Work-life benefits also are an essential component of achieving a "great place to work" status.

Based on Fortune Magazine's 100 Best Companies To Work For, companies that are named great places to work not only have higher employee satisfaction ratings, but also have a higher level of financial success as compared to other companies that have not won the distinction.

I believe that we will see a resurgence in work-life services and the integration of these programs as an essential part of an organization's culture and benefit package.

Cathy Leibow is vice president of Leverage Life, a national concierge and work-life company. She is nationally recognized for her expertise in establishing innovative and quality work-life programs within many companies nationwide. Contact her at 800-777-3319 or cleibow@leverage-life.com.