Work / Life Crossroads: Collision Course or Complement to Business Strategy ? Presented by Wendy...
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Transcript of Work / Life Crossroads: Collision Course or Complement to Business Strategy ? Presented by Wendy...
Work / Life Crossroads: Collision Course or Complement to Business Strategy?
Presented by
Wendy Lundgaard, Director
HR Management Conference, Monash University. June 2007
Traditional Work/ Life and Flexibility
EmployeeEngagement?
EmployeeEngagement?
Employer Of ChoiceEmployer Of Choice
OH&S & WellbeingOH&S &
Wellbeing
EmployeeAttraction EmployeeAttraction Work/ Life
programsWork/ Lifeprograms
Now: Work/ Life and Workforce Planning
Workforce Planning?
Workforce Planning?
Employer Of ChoiceEmployer Of Choice
Employee EngagementEmployee
EngagementEmployeeAttractionEmployeeAttraction
OH&S &
Wellbeing
OH&S &
WellbeingWork Life
& Flexibility
Work Life &
Flexibility
Survival Essentials: Workforce Planning
Align STRATEGY With business plan, strategy & goals
Assess skills DEMAND Current & future demand for
resources/ capabilities/locations
Assess current SUPPLY
Identify GAPS
Establish performance indicators, metrics (S.Melbourne,HR Monthly Oct 06)
INT: Turnover, age profile, talent EXT: labour market trends
Close Gaps, IMPLEMENTHR & Workforce Planning Strategy
(Attract, Develop & Perform, Retain,
REVIEW
Prioritise Shortfalls
Flexibility & Work/ Life Programs: key element HR & Workforce Planning Strategy
FlexibilityFlexibility
PerformanceProductivity
PerformanceProductivity
Talent & Succession
Mgt
Talent & Succession
Mgt
Knowledge ManagementKnowledge
ManagementAttraction &Retention
Attraction &Retention
Capability Capability
Age Management(Retirement)
Age Management(Retirement)
HR & Workforce Planning Strategy
HR & Workforce Planning Strategy
Labour Supply Issues & Workforce Planning
Fertility Rates within Australia - 1921 to 2051
1.5
1.8
2.1
2.4
2.7
3
3.3
3.6
Years1921-25
Years1932-34
Years1946-48
Years1953-55
Years1960-62
Years1970-72
Years1980-82
Years1990-92
Year1998
Year2005
Year2006-51
Years (from 2006 - 51 are projections only)ABS: Births - 3301.0 - 1998
Fert
ilit
y R
ate
s
Issues: Increasing workforce participation through creative & flexible forms of working.
Complement or Collision with Bus. Strat.
Work/Life at the Crossroads:
• Has a business case been made for flexibility in workplace (ROI)
• Is flexibility at work supporting productivity or undermining it?
• What is your W/L Balance Sheet© NET position? RED or BLACK?
Business Drivers & Work/ Life Balance Sheet ©
Assets?• Deliverables
• Clients• Employee engagement
•Skills• Culture, Values and Workplace Practices
Investment?• Responsiveness
• Retention• Competitive advantage
• Managers ability • Knowledge, capability &
committment• Relationships at Work
Overhead?• Program costs
•Overtime• Absenteeism
•Turnover • Recruitment $s
Liability?• Risks
• OH&S – phys & psych• Discrimination• Presenteeism
• Conflict at work• IR/ER Reputation
Today Future
+
-
Work/ Life Balance Sheet© Audit
Strategy – Evidence of:• Clear Drivers & objectives • Senior Mgt support• Performance focus aligned• Business Strategy linkage• Integrated approach
Policy – Evidence of:• Policy Statement• Communication
channels• Options diversity• Clear business case• Risk Management
Culture – Evidence of:• Mgt training & support• Employee input
avenues• Trust levels• Case Studies
Measurement of Impact Employee Validation
Work/ Life & Business Strategy Collisions!
• Lack of metrics, no re-assessment of impact on business drivers (ie productivity, retention, customer satisfaction etc)
• Inadequate support by CEO, Senior Mgt, supervisors (inflexible and job centred baby boomers)
• Workplace tensions (perceptions of flexibility inequity) not managed
• “Me” centric dominate the workplace with flexibility seen as a ‘right’.
Top 10 tips to Compliment Business Strategy
At System & Policy Level:1. W/L program part of integrated workforce
planning strategy of the business (organisational ownership)
2. Performance regime measures outcomes not inputs
3. Program goals link to business imperatives & objectives
4. W/L initiatives must be relevant to workforce (demographics, lifecycle)
5. Develop strong metrics base (benchmark pre, post implementation, and on-going reviews)
Top 10 Tips (continued)
6. Policies/ systems (eg HR,IT) support objectives whilst balance risks (WFH Policy)
At Workplace Culture Level
7. Managers supported by specific training in “managing flexibly”
8. Market benefits in tandem with obligations (win-win)
9. Culture of Partnership (reference group to bounce ideas and two-way communications with workforce)
10. Report on outcomes, critically review, celebrate business success.
Contemporary Dialogue on Flexibility
• Moving from the ‘nice to do’ to ‘mission critical’
• How will you source and retain a long term supply of talent when the pool is shrinking?
Its ‘Game on’: Do you have a plan?