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It's a growing necessity for many working parents - achieving that balance between work, family and personal time. Knowing what is good for staff, is usually good for business, so flexible work schemes can make good business sense.
Greek philosopher Aristotle had an interesting take on the pursuit of happiness. The "good life", he said, was "functioning well in those ways that are essential and unique to humans". It could be said that he figured out the conundrum of work-life balance - where an employee manages work responsibilities alongside their personal and family needs - before his modern equivalents had even conceived the term.
Of course, it takes more than a dictionary to understand this fabled "good life". Then, as now, the uphill task is in achieving it. Research has shown that organisations with dedicated work-life initiatives to help their staff balance their life priorities, reap returns in other ways. As a human capital strategy, promoting, achieving, and sometimes even demanding work-life balance can help attract and retain the best talents, increasing both productivity and work engagement.
Content employees are motivated employees; and motivated employees are always an asset to the organisation, says Lynne Ng, Regional Director for Adecco Southeast Asia.
Strategies vary from company to company. Among the most popular and effective initiatives are employee support schemes like health and wellness programmes, flexible work arrangements, telecommuting options, childcare benefits, additional annual leave benefits and counseling services.
But Ng warns against adopting a one-size-fits-all approach. "A change in the organisation structure may be seen as a relief for some, but a disaster for others," she says. "To help employees manage themselves, it is recommended that a wide range of different tools are offered so that a balance can be achieved and each individual can adapt the tools to best suit their own individual personality and needs."
Tackling the balance early
Employers who can boast a headstart in adopting work-life programmes and cultures are now reaping the benefits. Recent surveys suggests effective programmes can lead to higher overall performance. The London School of Economics' Centre for Economic Performance, for example, has found that 97% of designated "family-friendly" workplaces enjoy above average financial performance.
Importantly, work-life policies are not simply additional benefits for employees. Around half of the companies consulted for a 2005 study by the US-based Families and Work Institute said they provided work-life initiatives to help recruit and retain talent. A further 25% cited enhanced productivity and commitment as the reason behind their flexible arrangements.
Apex-Pal International, the Singapore-based owner of the Sakae Sushi chain of restaurants, says its work-life policies help it to tackle the high turnover rates common throughout the food and beverage industry.
May Foo, Vice President, Group Human Resources and Development, says the strategies help employees to successfully juggle their work and personal lives. And that philosophy is paying off: the turnover ratio declined from 10% a month to just 4% a month between 2004 and 2005. Recruitment and retraining costs were also halved over that time.
"It is a tripartite relationship," says Foo. "The management takes care of the staff, and the staff, in turn, take care of the customers. The customers (then) support the organisation - it's a win-win situation on all sides."
The company offers a variety of family care leave benefits, including a unique partnership with the Singapore Sports Council. This allows staff to choose from a wide array of fully-paid sports and fitness classes. There is also a newly implemented grandparent care leave plan, where grandparents can take time off to look after their grandchildren.
In the shipping industry, where many employees are at sea for long periods of time, employers need to be proactive to ensure staff are not risking their family lives. A.P. Moeller-Maersk sponsors airline tickets to let partners and children sail on board for select sectors.
"The wellbeing of our staff onboard is one of our major concerns," says Bjarne Foldager, Managing Director. "(This is) not only because it is our duty as an employer, but also because we are convinced this will lead to the best performance in this challenging environment."
Suntec Singapore Convention and Exhibition Centre is also concerned about keeping staff connected with their families. While its policies on part-time employment for women who need to be with their children are always in place, Suntec also gives fathers time off for events like children's concerts or school registration days. And this doesn't come out of any employee's annual leave, says Jacqueline Goh, Director for HR and Administration at Suntec.
"People work hard and ask for very little in return. This is our way of strengthening human resource ties," she says.
Something that has been on her mind is the next generation, especially where families get smaller and start to include dependants of the four-legged kind. "We are thinking about extending flexibility in work-life balance to pets as they do fall sick and need care. We haven't implemented it yet but it is something we are working towards," says Goh.
From the worker's point of view
Workers certainly appreciate any flexibility their employers can offer them. They say knowing their jobs can be altered makes tackling big life changes an easier prospect.
With the birth of her first child, Doreen Tan, a Senior Pharmacist at Alexandra Hospital, was seriously considering leaving her job. The pressure of juggling both her professional commitments and her new home responsibilities was taking its toll and she knew something had to be sacrificed. But after open discussions with the hospital management, a flexible three-day work week schedule was approved.
She says this was a win-win for all parties. Alexandra Hospital got to retain a dedicated and valuable staff member with years of experience, while Tan was able to take care of her family's needs without compromising the quality of her work.
Ng says flexible work arrangements should be seen as an opportunity, not a hindrance. "Having employees work different hours - or from a home or different location can actually add considerable value to the company and its customers," she says. "Such work options as well as offering a greater work-life balance can also help support lower staff turnover and a more engaged workforce."
Employers looking to find an accurate picture of staff wants and needs will most often use focus groups and staff surveys. These communication channels are also vital when it comes to implementing work-life balance programmes and ensuring these suit the target staff.