This document summarizes a presentation about work-life balance in the public sector. It discusses highlighting positive examples from different areas, potential risk factors to avoid, and getting started or improving existing work-life balance initiatives. The presentation covers diagnosing challenges, establishing a work-life advisory group, designing an information collection process, and communicating changes. Key takeaways include starting small, learning from mistakes, identifying metrics, and ensuring continuous communication.

1. Work-Life Balance in the
public sector: positive
examples and risk factors
2ND NOVEMBER 2017 - BRNO
Office of the Public Defender of Rights

2. Presentation content
Give an insight into the bigger picture of work-life balance
Highlight examples in different areas that worked for others
Point to potential risk factors and pitfalls to avoid
Help you get started or improve existing initiatives
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Our intention with this presentation:
Questions and discussion

3. The Business Case for work-life balance
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1. Diagnosis, understanding challenges and paint points
1.1 The nature of the work
1.2 The culture of the organisation
1.3 The departments involved (next slide)
2. Work-Life Advisory Group and Leadership buy-in
3. Success Factors
4. Designing Information collection
5. Calculate the Business Case
6. Communication

4. Who is in the driver seat?
Gender equality,
diversity, attracting and
retaining talent,
performance.
HR
Mental health, physical
health, maternal health,
prevention.
OHS
Existing
systems, current
infrastructure, cloud,
mobile.
IT
Data privacy, anti-
discrimination,
transparency.
LEGAL
Space as a multi-
functional service,
activity-based working.
FACILITIES
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5. Improving the take-up of parental leave
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PARENTAL
DISCRIMINATION
Stigmatisation, demotion,
termination.
Gender mainstreaming -
HR/wellbeing
Attraction and retention
of talent - "Familienbüro"

6. The Way We Work (Flexible Working)
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RECRUITMENT
All the jobs advertised as
full time work only - even if
they can be done flexibly
or even part time.
Underused space and desk occupancy,
poor document management,
overlapping working practices
- Facilities, HR, IT
PRESENTEEISM
Overwork and/or
unrealistic workload, long-
hours culture.

7. Job-sharing in the civil service
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MISCOMMUNICATION
Who is it for, what does it
mean for the person, their
career, the service.
Equal opportunities employer;
pride in a brilliant civil service
- HR, Diversity, IT
Variable need, gender equality
- HR, Diversity, IT

8. Employee Assistance programmes and
Resource groups
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REDUCED JOB
PERFORMANCE
Conflict resolution,
workplace interventions,
family counselling, trauma
management
Absenteeism, high turnover, high
health related costs
- HR, OHS
Link: http://www.manitoba.ca/csc/aboutcsc/efap/wellness.html

9. Innovative services
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"FLAVOUR OF THE
MONTH"
Overburdening employees
with many initiatives, that
don't seem to be
connected or add up.
House of Workability - HR, OHS,
Wellbeing, IT
Service quality, space and staff
issues - HR, Leadership, Facilities

10. Best Places to Work in the Federal Government
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TEMPORARY
SOLUTION
Developing an
Organization-Wide Culture
of Compliance (values,
leadership, rituals ..)
Lack of transparency, undefined
goals and objectives, high turnover,
attraction problems
- HR, OHS
Link: http://bestplacestowork.org/BPTW/index.php

11. Key take-aways:
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1.
2.
3.
4.
Don't let fear paralyse you! Start small, learn from your mistakes and roll-out.
Whatever you are planning to do - there is a big chance it has been done before.
Identify indicators early on, what are you going to measure and report.
Continuous communication is mission critical!

12. Thank you for your attention!
Agnes Uhereczky
Executive Director
the WorkLife HUB
au@worklifehub.com
Zoltan Vadkerti
Executive Director
the WorkLife HUB
zv@worklifehub.com
www.worklifehub.com