Work-life balance Yu Fu Email: yu.fu@heig-vd.ch Learning objectives • • • • What is work-life balance? The importance of work-life balance What work-life balance impacts on Strategies to improve your balance Organisational Behaviour 2 2 Work-life Balance • Definition has changed over time: – 60s-70s – WLB was mainly considered an issue for working mothers, trying to balance the demands of their jobs with raising children – 80s – Structural changes took place. For example, policies and procedures, along with benefits were added/changed to support WLB. Maternity leave, flex-time, etc. Also in the 80s, men began concerns around their own worklife balance. Organisational Behaviour 2 3 Work-life Balance • Definition has changed over time: – 90s – Really solidified WLB as an issue that was vital for everyone (men, women, singles, couples, parents, non-parents, etc.) Also generational studies began to show how employees were making choices about their jobs based on cultures of companies and their own work-life issues. Organisational Behaviour 2 4 Work-life Balance – What is it now? • Consider two concepts: – Achievement – Enjoyment Organisational Behaviour 2 5 Work-life Balance – What is it? • Meaningful daily Achievement and Enjoyment in all aspects of the person’s life: Work, Family, Friends, and Self • A vital factor in achieving a balance is making sure that the work portion does not overwhelm or dominate; and also, that it does not cause damage to the individual by way of negative stress . Organisational Behaviour 2 6 Activity • • List 5 things you’ve done to care for yourself in order to achieve your work-life balance Share with a partner Organisational Behaviour 2 7 Work-life Balance – What it is not • Work-life balance does not mean that there must be equal balance across all aspects of an individual’s life. • The optimum work-life balance will not remain static but will vary over time. • The best work-life balance will be different for each person. There is no one size fits all in worklife balance. Organisational Behaviour 2 8 Work-Life Balance • • • • About living authentically Doing work that feels intrinsically rewarding What matters is that the person undertakes his/her work with integrity Balance also requires us to pay attention to our connections to family, to friends, to ourselves Organisational Behaviour 2 9 Work-Life Balance • About staying connected – to my self, to my values, to the relationships I create along the way – and to work and actions that are meaningful • Healthy and satisfying lives both personally and professionally Organisational Behaviour 2 10 Work-Life Balance in the workplace • Employers who allow flexibility and provide work life benefits will attract and retain the best employees • Employees whose personal lives are under control are more effective in the workplace • However, many companies, though they’ve adopted policies to support WLB, many were not implementing them, or implementing them well Organisational Behaviour 2 11 How did the LIFE/work BALANCE get to this point ? • • • Globalisation Technology 24/7 economy • Have blurred the traditional line between work and family. Technology once allowed work flexibility but now takes over our personal lives. Organisational Behaviour 2 12 The Mathematician's View • A balanced life is one where we spread our energy and effort - emotional, intellectual, imaginative, spiritual and physical – between key areas of importance. Organisational Behaviour 2 13 The Analyst View • A wheel has spokes to ensure its strength and balance. Unequal spokes can make the ride very bumpy, or completely break down Organisational Behaviour 2 14 Work Life Triangle Work Relationship Self-care Organisational Behaviour 2 15 Work Life Triangle • Work ( what we do, careers, housework, chores, etc.) • Relationships (personal, friendships, partners, spouses, children) • Self-Care (spiritual, physical, intellectual, emotional, health, wellness, exercise) https://www.youtube.com/watch?v=jdpIKXLLYYM Organisational Behaviour 2 16 Barriers to Balance • • • • • Time Feeling guilty Climbing the corporate ladder Failure to set limits Can’t say NO Organisational Behaviour 2 17 Symptoms of Being Out of Balance Physical: • Headaches, upset stomach, sleep disturbances, changes in appetite, muscle tension, fatigue, heart palpitations Emotional: • Depression, anxiety, irritability, difficulty making decisions, angry outbursts, resentment, feelings of powerlessness Personal: • • Lost time with friends and loved ones, job burnout, isolation Stopping social activities, relationship loss/difficulties, self medicating Organisational Behaviour 2 18 Work-Life Balance Learn how to say YES as well as NO • It’s easier to say no to unwanted tasks if you’ve already committed to something you do want to do. Organisational Behaviour 2 19 Work-Life Balance Bring some of your HOME TO WORK well as some of your WORK TO HOME • You live in both worlds; look for ways to bring them together Organisational Behaviour 2 20 Work-Life Balance Determine your TASKS as well as your PRIORITIES • Many activities, small and large, are the steps that lead to your goal. Organisational Behaviour 2 21 Determining Your Priorities • • • • What are the essential components to a quality life? What are you truly passionate about in life? What do you value most? Rank order these areas of your life according to the amount of time and energy you spend on each. Organisational Behaviour 2 22 Managing Your Priorities • • • Time and energy must be spent on priorities. Utilise a system that will serve to remind you of your priorities. Plan time to refuel the tank. Organisational Behaviour 2 23