How to Make Your Work-Life Balance Program Successful

The New York Times recently ran an article about how some work-life balance programs, like flextime, become a “zero-sum game.” Many organizations have strived to improve the work-life balance of their workers, mainly by allowing parents to have more flexible schedules to attend to the needs of their children.

Unfortunately, this kind of flexibility has often resulted in more work for others. Even though it’s easier than ever to get things done outside of the office, workers still have to cover for their colleagues in meeting deadlines and making valuable face time with clients or customers. One flextime expert cites “colleague resentment” as a “reason that some work-life balance programs fail.” In these instances, the workload at least appears to go in only one direction—to workers without children.

Despite the best intentions, these programs might not be as successful as they can be, because those organizations fail to acknowledge the following realities:

1. There is more than one type of caretaker.

In the article, we meet Kelly Azevedo, a 27-year-old worker who “sacrificed her own obligations to take care of her ailing grandparents.” As the Baby Boomer generation is aging, we are seeing more workers in the U.S. taking care of older adults. However, many organizations only accommodate parents and not those who provide care for elderly relatives.

2. It is difficult to be objective when determining whose private life has more priority.

People without children have lives, too. They may have volunteer commitments, night classes, or a second job. In a fair work-life balance program, caregiver employees should be expected to pick up the slack for their colleagues from time to time as well.

3. Communication is essential to implementing work-life balance effectively.

To minimize the risk of misunderstandings and last-minute requests, one person could be designated to know and coordinate everyone’s schedule. Also, the company should decide how scheduling needs are communicated. For example, workers may feel more comfortable if they do not have to state the reason for leaving the office early, so no one feels pressured, embarrassed, or guilty. Others may feel better about spelling out why they have to leave, to avoid an atmosphere of secretiveness and distrust.

By promoting transparency, fairness, and open communication, employers have a better chance of making flextime work. And as the article points out, some employees are more than happy to help out a colleague. They may see it as “paying it forward” and expect the same level of cooperation when they themselves become parents/caregivers, or they appreciate the opportunity for extra money and job experience. The willingness to make it work is there; if organizations persevere and communicate directly with their employees, they are likelier to generate a more productive and satisfied workforce.

What has your organization done to achieve a sustainable work-life balance strategy?

--Joanna Kim

Joanna Kim is a Writer/Content Strategist for HRI, and is an avid supporter of flextime in the office.