This document provides an overview of work-life balance strategies and initiatives. It defines work-life balance and discusses models of balance. It also outlines types of initiatives like flexible work options and leave policies that can help balance work and life. The document then discusses strategies for achieving balance, rethinking traditional views of balance, and concerns and problems employers may have in supporting work-life balance. It concludes by suggesting actions employers can take and posing questions about balance.

1. Balancing work with life in 2013
by Toronto Training and HR
April 2013

2. Contents
3-4 Introduction to Toronto Training and HR
5-6 Definition
7-8 Models of work-life balance
9-10 Types of initiatives
11-12 Strategies for balance
13-14 Re-thinking work-life balance
15-16 Drill
17-18 Concerns for employers
19-20 Problems
21-22 Comments
23-25 Attitudes
26-29 Flexible working
30-34 Compressed work schedules
35-36 Software developers in Thailand
37-38 Presenteeism
39-40 Work-life flow
41-42 Eldercare
43-44 Vacations
45-46 Dual-career couples in the petroleum industry
47-48 What can employers do?
49 Case studies
50-51 Conclusion and questions

3. Page 3
Introduction

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR
are:
• Training event design
• Training event delivery
• Reducing costs, saving time plus improving
employee engagement and morale
• Services for job seekers
Page 4

5. Page 5
Definition

6. Definition
• What is work-life balance?
• Features
• Components
• Legs
Page 6

7. Page 7
Models of work-life
balance

8. Models of work-life balance
• Segmentation
• Spillover
• Compensation
• Instrumental
• Conflict
Page 8

9. Page 9
Types of initiatives

10. Types of initiatives
• Flexible work options
• Specialized leave policies
• Dependant-care benefits
Page 10

11. Page 11
Strategies for balance

12. Strategies for balance
• Time is overrated
• Night owls and early birds
• Shifting focus
• Slacker’s delight
• TwoFers
• Daily rituals
• Negotiating wisely
• Long weekends
• Unplug
Page 12

13. Page 13
Rethinking work-life
balance

14. Re-thinking work-life balance
• The wish-list
• Questions
• Small steps
• Taking ownership
Page 14

15. Page 15
Drill

16. Page 16
Drill

17. Page 17
Concerns for employers

18. Concerns for employers
• Growth and profits
• Complete involvement and
services to the customers
• Competitive advantage
• Solution to healthcare costs
Page 18

19. Page 19
Problems

20. Problems
• Organizational
• Work-life interface
• Personal and family
Page 20

21. Page 21
Comments

22. Comments
• Organization
• Immediate manager
• General
Page 22

23. Page 23
Attitudes

24. Attitudes 1 of 2
WORK-LIFE BALANCE
• It is not the employer’s
responsibility to help people
balance their work and family
life
• Having more choice in
working arrangements
improves workplace morale
Page 24

25. Attitudes 2 of 2
FLEXIBLE WORKING
• It is not the employer’s
responsibility to help people
balance their work and family
life
• Having more choice in
working arrangements
improves workplace morale
Page 25

26. Page 26
Flexible working

27. Flexible working 1 of 3
• Flexi-time
• Part-time
• Staggered hours
• Compressed work weeks
• Job sharing
• Term-time working
• Teleworking
• Career breaks
• Parental leave
• Dependant care leave

28. Flexible working 2 of 3
• Right to request
• Availability
• Take-up
• Importance
• Consequences
Page 28

29. Flexible working 3 of 3
• Positive consequences
• Negative consequences
• Reasons for not making a
request
• Audits and checklists
Page 29

30. Page 30
Compressed work
schedules

31. Compressed work schedules 1 of 4
• Benefits to the employees
• Benefits to the organization
• Benefits to clients or
customers
• Benefits to broad society
Page 31

32. Compressed work schedules 2 of 4
• Internal stakeholders
• External stakeholders
Page 32

33. Compressed work schedules 3 of 4
PERCEPTIONS
• Employee satisfaction
• Employer satisfaction
• Interfacing
Page 33

34. Compressed work schedules 4 of 4
DECISION-MAKING PROCESS
• Identify the people involved
• Think about the purpose for
a change
• Process should be
participatory, flexible and fair
• Consider perceptions of key
stakeholders
• Develop, track and assess
performance measures
Page 34

35. Page 35
Software developers in
Thailand

36. Software developers in Thailand
• Background
• Questions asked
• Three distinct attitudes
• Leave or stay?
Page 36

37. Page 37
Presenteeism

38. Presenteeism
• Definition
• Types of worker
• Explore and address the
effects of the organization’s
culture
• The line manager’s role
• Maintaining a focus on
employee wellbeing
Page 38

39. Page 39
Work-life flow

40. Work-life flow
• Definition
• Why is it important?
• Mindset
• Time management
• Managing your workplace
and home environment
Page 40

41. Page 41
Eldercare

42. Eldercare
• Absenteeism
• Presenteeism
Page 42

43. Page 43
Vacations

44. Vacations
• Reasons to take your
vacation on time every time
• Tips for doing your vacation
right
Page 44

45. Page 45
Dual-career couples in the
petroleum industry

46. Dual-career couples in the
petroleum industry
CHALLENGES
• Relocation
• Rearing a child
• Policies to be reviewed
Page 46

47. Page 47
What can employers do?

48. What can employers do?
• Increasing the number of
supportive managers within
the organization
• Providing flexibility around
work
• Increasing employees' sense
of control
• Focussing on creating a more
supportive work environment
Page 48

49. Page 49
Case studies

50. Page 50
Conclusion and questions

51. Page 51
Conclusion and questions
• Summary
• Videos
• Questions