Working from just nine to five is increasingly becoming a rarity in the modern 24/7 workplace where technology innovations have fostered an ‘always on’ culture. It thus comes as no surprise that achieving work-life balance is an issue that many organisations are grappling with.
A recent study by the Employer Alliance- a network of organisations that aim to raise awareness of the benefits of work-life integration, revealed some interesting results. It found that if paid work continues to function within a rigid paradigm which takes dominance over family life, in the short term, employees will simply adapt.
According to the study, Evolving with the times – The changing landscape of Work-Life Integration in Singapore organisations can no longer operate on a one-size fits all model. They have to consider employees’ needs at the various stages of their lives and offer flexi-work options accordingly. The study also found that part-time workers are often seen as less committed, and suggests that companies move away from the model idea that workers should be working full-time and instead try to cultivate a culture of trust and flexibility.
Though experts are encouraging companies to offer flexible work options such as part-time or telecommuting, to name a few, the idea is yet to take hold with many of the companies in Singapore. In order to promote this flexible working culture and defray costs for companies, the Ministry of Manpower (MOM) offers grants – the Work-Life Works! (WoW!) Fund and FlexiWorks! under which companies can receive up to 80% of costs subject to a maximum of $20,000 and up to $100,000, respectively.
However, statistics by MOM in 2010 revealed that despite government support, only 35% of businesses in Singapore offered at least one form of flexible work arrangement, part-time work being the most common.
Dr Paulin Tay Straughan, Vice-Dean of FASS and Deputy Head of the Department of Sociology at NUS, who conducted Evolving with the times, says that businesses need to rethink how to define commitment at the workplace since clocking hours and face-time are no longer as relevant with the evolution of technology. “In a tight labour market, it makes sound business sense to provide conducive work conditions that will encourage those with contesting family demands to continue meaningful engagement in paid work,” she explains.
She says that employers would have to eventually deal with workers that have commitments with childcare or eldercare. “Flexi-work programmes that are well-planned will definitely raise productivity, as employees strive for efficiency so that they can use surplus time to manage family demands, and nurture loyal employees.”
Moreover, she adds that the younger generation (Gen Y) workforce ideals are different from those of the earlier generations, preferring a work-life balance that can be accommodated by flexible work arrangements.
Experts also say that for flexi-work arrangements to catch on, middle-management has a role to play. Even though the business outcomes of such arrangements might not be seen immediately, employers should consider the long-term effects.
“We have to be mindful that the outcomes will have longer gestation periods and the KPIs of middle management should reflect these efforts (for example, retention rates and attrition rates) and not be focused on short-term productivity indicators,” concludes Dr Straughan.
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