Many enlightened British organisations, both large and small, from across a wide range of sectors have enjoyed real business benefits as a result of their modern approach to work-life balance (WLB).  More flexible working policies have helped businesses to improve customer service, reduce staff stress and absenteeism and reduce recruitment costs because their staff are happier.

 

Although there are many excellent examples of businesses operating modern flexible workplaces, there are still too many organisations where an old-fashioned long hours culture still prevails. This is costly -  although British companies work the longest hours in Europe, our productivity levels are one of the lowest and stress-related sickness costs British business around £12 billion every year.

 

The introduction, from April 2003, of rights to parents with young and disabled children - giving "more choice and support to help them balance their responsibilities in a way that is good for both businesses and families" - reflects the policies pursued by many enlightened employers. 

 

A flexible working strategy has to work for both the organisation and its employees.  WLB initiatives should be part of an organisation's strategy to achieve workforce flexibility.  They are usually developed through a review of job design and personnel/health policies.

 

Several links and references on Work-life balance can be found on the ENWHP site.

 

 

Examples from the DTI - quoted in "Flexible Working – The Business Case – 50 Success Stories"

 

Fox’s Biscuits:  On one site there are 80 different shift patterns, which are  decided locally.  Parents can work different shifts and share the childcare, . … which contributes to excellent retention rates, ensuring a stable, long-service culture with low turnover and absenteeism.

 

GlaxoSmithKline:  Introducing work-life balance policies at Slough boosted staff morale and reduced unauthorised absenteeism. Shift workers ‘swap’ shifts to allow more flexibility within existing shift patterns and office staff benefit from consolidated time, with a set number of flexible hours.  As the workforce gradually take more ownership and responsibility for the way they deliver their work, the new ‘give and take’ culture is proving a notable success.