WorkLife balance is a hot topic among many workers today. It is just as it sounds – a balance between work and life. The individualization of this balance drives the need for looking further in to what this means for employees within your organization. In some cases, the WorkLife balance signifies maintaining a fulfilling life in and outside of work. In other individuals, it indicates the real necessity of balancing work with home responsibilities. For others, this topic conjures up negative feelings and implies a lack of commitment to one side of the equation or the other; for example, a boss may see WorkLife balance as too little commitment to work and a family member might sense too little commitment to home. If one of these descriptions resonates best with you, it probably provides a clue into your current attitude about WorkLife. In this article we assist you in looking more broadly at the different dynamics of WorkLife balance
Balance vs. Effectiveness
In the context of work and life, the word “balance” is somewhat esoteric. As a metaphorical image, we might picture a balanced two-sided scale with 12 hours of work balanced by 12 hours of “the rest of life.”
But, in reality we all know this is unrealistic. Thus, at Talent Journey, we prefer to help organizations and people work towards WorkLife effectiveness.
• WorkLife is the decision making process that each person goes through in managing their personal priorities.
• Effectiveness results when energy spent on work priorities and energy spent on other domains of life arrive at a comfortable and satisfying resting place of equilibrium that reflect the individual’s preferences while also meeting business needs.
Reflects values
Personal values are a critical component in determining WorkLife effectiveness. Overwhelmingly, research shows that generations actually share common values that influence WorkLife effectiveness choices.
Some simple examples include the similarity found among workers born during and pre-WWI. In this group, values tend to include work, sacrifice, duty, conformity, perfectionism, personal achievement and team orientation. On the contrary, in looking at the post-WWII generation, they tend to value globalization, technology, fun, self-reliance, diversity and social causes. Like many comparisons, the varying sets of values are different (one not more right or noble than the other).
Given the diversity of values, it is evident that organizations aligning themselves for success have some work cut out for them. It will be critical for our nation’s multigenerational workforce to navigate and explore the conflicting values amongst their staff. To optimize success, the generations must begin to understand each other and embrace this diversity.
Reflects circumstantial needs
In addition to values, life circumstances also play a substantial role in determining WorkLife effectiveness. Here are some examples.
• Bargaining power – Strongly competent workers and those with specialized skills have more choice regarding where and how they work.
• Demographics – Families with more disposable income can afford options, making WorkLife effectiveness more achievable.
• Caregivers– People caring for children, elders, or sick/aging relatives have fewer choices regarding how to spend “free time.”
• Corporate culture – some companies support flexibility and others are more rigid.
• Type of job – a sales rep has more flexibility than a production worker in terms of how, when, and where work is done.
As you can see, values and needs individualize this concept of WorkLife effectiveness. Every person has different values or needs that make them unique. In an organization poised to retain and acquire top talent, recognizing this will be a first step. Let’s face it, as our economy improves, opportunities will present themselves and employees will once again find themselves in a position to navigate choice. It is going to be important for leaders to enable employees to work towards their place of WorkLife effectiveness. Employers will need to gain greater sensitivity to differing values and needs. Flexibility in how and where work is accomplished might make the difference between attracting or losing top talent.
At Talent Journey, we are proponents of finding win/win solutions for both workers and the corporate business. The awareness and willingness to help employees create balance opportunities will benefit both parties. Efforts such as flexible schedules, part-time work, and telecommuting can be just the thing your business needs to both generate better productivity AND satisfy WorkLife effectiveness needs. It is evident this ideal has been obtained when both business needs and employee preferences are met simultaneously.
One additional fact to note: WorkLife effectiveness is dynamic. Naturally, as people progress through their careers, values and circumstantial needs shift. All good employers want to find ways to attract and retain top talent for the entirety of the journey, through all stages of the worker’s life cycle.
Worldwide Copyright TJ Associates, LLC Diane Brown
