The New Global Balance
Work-life balance is a growing, global issue. A recent survey by human resource consulting firm Watson Wyatt Worldwide revealed that 80 percent of workers in the United Kingdom consider work-life balance an important reason--if not the most important reason--to change jobs. That should be a concern for UK employers, since 40 percent of the people surveyed said they are actively contemplating changing employers. On the other hand, it's also a great opportunity for employers everywhere.
"Our research demonstrates that many employers may be neglecting a key factor affecting their employees' attitudes to staying in their positions," says Jake Outram, a Watson Wyatt consultant. "It is therefore important that employers understand how their employees, and in particular their high-performers, perceive their work-life balance."
When we assume that everyone wants the same things--raises, titles, power--we overlook what really may inspire our employees. Maybe an employee once hoped to earn a spot on the executive floor; then along came children and a change in priorities. Or maybe the children are now grown, and the employee is ready to resume a climb up the corporate ladder. Without knowing when changes in aspirations take place, you may continue to make erroneous assumptions about what a worker wants.
What if you actually ask your employees what they value? In other words, what if you interview them as if you were hiring--or rehiring--them? Suppose you learn that a valued employee's greatest wish, rather than becoming vice president as you assume, is to raise healthy and successful children? What can you, as a leader, do to help that employee accomplish this goal? Can you build flexibility into the work schedule that will accommodate being present for a daughter's dance recital?
You must "rehire" your workers in this way often. Stop multitasking long enough to ask your employees why they want to work here. I guarantee your employees are asking themselves that question, and that their answers will vary at different stages in their lives.
Bookmark this post on del.icio.us
"Our research demonstrates that many employers may be neglecting a key factor affecting their employees' attitudes to staying in their positions," says Jake Outram, a Watson Wyatt consultant. "It is therefore important that employers understand how their employees, and in particular their high-performers, perceive their work-life balance."
When we assume that everyone wants the same things--raises, titles, power--we overlook what really may inspire our employees. Maybe an employee once hoped to earn a spot on the executive floor; then along came children and a change in priorities. Or maybe the children are now grown, and the employee is ready to resume a climb up the corporate ladder. Without knowing when changes in aspirations take place, you may continue to make erroneous assumptions about what a worker wants.
What if you actually ask your employees what they value? In other words, what if you interview them as if you were hiring--or rehiring--them? Suppose you learn that a valued employee's greatest wish, rather than becoming vice president as you assume, is to raise healthy and successful children? What can you, as a leader, do to help that employee accomplish this goal? Can you build flexibility into the work schedule that will accommodate being present for a daughter's dance recital?
You must "rehire" your workers in this way often. Stop multitasking long enough to ask your employees why they want to work here. I guarantee your employees are asking themselves that question, and that their answers will vary at different stages in their lives.
Bookmark this post on del.icio.us
Author George Brymer's comments about the leaders who get it, and those who never will.
