Archive for August, 2009

What’s New from the Network?

Karen Corday August 28th, 2009

New from the Network:

New, free work-family content online:

Paying New Employees to Quit?

Judi Casey August 26th, 2009

By now, I’ve heard just about every new strategy to engage and retain employees, so I am rarely surprised by organizational efforts to keep the keepers. However, here’s a unique idea implemented by the online shoe company Zappos that really got me thinking. Located in Kentucky (fulfillment center) and Nevada (corporate headquarters), Zappos is just 10 years young, employs more than 1,000 people, and generated more than $1 billion in gross merchandise sales during 2008.

Here’s the idea: Zappos offers their new call center trainees a $1,000 bonus to quit at the end of their 4 week training period in addition to any salary earned for training participation. The thinking is that if you’d take a grand instead of work for them, you don’t have the level of commitment and enthusiasm that they are looking for in their new hires. In fact, the number one priority of Zappos is to provide the “best customer service possible.” Apparently, only 10% of the trainees accept their offer and quit! The remaining trainees have demonstrated that they really want to be part of the organization and definitely embrace the customer-service focus espoused by Zappos as critical for success.

Their business model is also intriguing. Basically, they believe that if they can be the best at selling shoes by providing stellar customer service, they can be the best at “anything and everything,” so their plan is to expand their markets to other products, which of course, is limitless.

From their website: “We believe that if we continue to focus on providing the absolute best service and the absolute best shopping experience, then we can continue to grow as a company. Our hope is that our focus on service will allow us to WOW our customers, our employees, our vendors, and our investors. We want Zappos to be known as a service company that happens to sell shoes, handbags, and anything and everything.”

It will be interesting to see if their acquisition by Amazon changes things. I hope not; I love to buy new shoes.

What’s New from the Network?

Karen Corday August 21st, 2009

New, free work-life content online:

How Have Employees and Employers Managed During the Global Economic Crisis?

Judi Casey August 19th, 2009

As I blogged last month, the IESE Business School of Barcelona, Spain recently hosted the Third International Work and Family Conference on “Harmonizing Work, Family and Personal Life in Times of Crisis.” Some of the participants, including yours truly, made short, videotaped interviews about current work-life trends and issues. The interviewees answered the following questions:

  1. How have companies’ work-life policies been affected by the global crisis?  Do you think companies will continue using established work-life polices or will any polices be suspended?
  2. How have employees been dealing with the present situation? Do they find that they have more pressure to perform and need to take on additional workloads?

You can hear the opinions of many work-life experts about these issues on this video, including Jeff Greenhaus, Marcie Pitt-Catsouphes, Tammy Allen and Karen Korabik, to name a few.

For more about how the global recession is affecting employers, the Families and Work Institute (FWI) just released a timely report, The Impact of the Recession on Employers. This nationally representative sample of 400 employers is the only one I know of that specifically investigates the impact of the recession on workplace flexibility efforts. FWI reports that “most employers are either maintaining the workplace flexibility they offer (81%) or increasing it (13%) during the recession….While more than a quarter (28%) have turned to involuntary reduction in hours, a comparable percentage (29%) have used voluntary reductions in hours. And perhaps surprisingly, 57% report giving employees some or a lot of say about the schedules they now work. (pg. 1)”

Behind the Scenes of a Flexible Culture

Featured Guest Blogger August 17th, 2009

Sandy Burud, Ph.D., is a researcher, consultant and author on human capital and work-life. She is the Chief Strategy Officer for FlexPaths, a flexibility-focused software platform for employers and employment portal for individuals. Please note that the views of our guest bloggers do not necessarily reflect the views of the Sloan Work and Family Research Network.

What makes it legitimate for people to work flexibly isn’t whether their company has a policy allowing it, but whether there is a subtle (or not-so-subtle) penalty for doing so.  Below are four examples of characteristics of a flexible culture, which although rarely focused on, have everything to do with whether the culture supports flexibility.

  • Are people who request flexibility or who already work flexibly considered equal in terms of their access to advancement, status, integration into the business, or quality of assignments?

Are those who work a reduced work schedule, for example, considered on an equal par for professional development, as future management material, as ‘high potentials’? Or by definition are ‘high potentials’ the individuals who always put work first and work long hours?  Are the best clients, projects, challenging work opportunities given to the people who work from the office, rather then remotely – because subtly, the manager thinks they are easier to reach?

  • Are people valued who–although accomplishing their work well– set boundaries on their time and/or accessibility?

How okay is it to say ‘no’?  When someone consistently leaves ‘early’ (because they may have started earlier than others), or says they cannot do a client meeting when they are on vacation, or isn’t available for spur-of-the-moment overtime, or doesn’t answer email at all hours — do they subtly lose points?  Or is their commitment, engagement, and responsiveness determined by whether they ultimately deliver on their core responsibilities?

  • Does the organizational climate recognize and respect that employees have lives outside of work?

Where once the core workforce had an ‘invisible’ support system at home (otherwise known as a wife) that allowed workers to focus exclusively on work when they were at work, those days are long gone.  The typical worker now has a dual focus (navigating work and personal responsibilities at the same time).  But most organizational cultures haven’t quite adapted. So when an employee cannot take on business travel easily, or attend business social events, or needs to take time off in the middle of the day to take children to the dentist – it requires a shift in mindset.  Attendance policies are a good example.  Once they were a key factor in measuring performance – missing 3 days in a quarter was a slippery slope to dismissal.  Now even the best performers must adjust their schedules occasionally.  Attendance alone is no longer a good indicator of job performance or commitment.

  • Do cultural norms assume people are not always available to attend to work beyond work hours?

There is an unrelenting tug-of-war between the blessing and curse of 24/7 electronic access.  Do leaders make a point to say, “I don’t expect an instant reply on weekends or holidays”?  What practices do individuals who are considered to be the ‘best’ follow?  Or is there a Jack Welch-like pride in scheduling last-minute Saturday morning meetings that weed out the so-called non-serious team members?  The question is – are long hours and constant availability equated with high performance?  In a human capital environment where the ability to do reflective thinking — be rested and clear-headed, the ability to set your own limits and manage your own attention lead to the best performance.

These ideas, brought to our attention by Lotte Bailyn and her colleagues, rarely receive the attention they deserve.  There is much that must change in a transition from a 9-to-5 culture to a fluid culture that takes advantage of what’s possible now in flexible work (call it ‘anytime, anywhere work’).  Underlying elements like these are among the most important in making it a reality.

Work-Life in China

Featured Guest Blogger August 14th, 2009

Meredith Ross is the Member Relations Specialist at the Center for Work & Family at Boston College. She manages corporate partnerships within the National Work & Family Roundtable and the Global Workforce Roundtable. Please note that the views of our guest bloggers do not necessarily reflect the views of the Sloan Work and Family Research Network.

The Center for Work & Family recently released a new issue of our Executive Briefing Series called Work-Life in China. With China a major focus of the global economy and with increasing numbers of companies doing significant business there, we wanted to provide an easily digestable look at the economic, social, and cultural contexts of China, and how they inform approaches to work-life for organizations operating there.

We look at the radical change in employment in China in recent years, as state-owned enterprises have given way to the emergence of the private sector, and as work-life support has shifted from a government provision for all to a corporate asset in the recruitment of talent. The briefing also reviews some of the dominant cultural values in China, including Confucianism and Daoism, guanxi (a focus on social connections), filial piety (love and responsibility for one’s elders), hukou (the household registration system, which controls access to socioeconomic benefits including education and medical care), and gender equity. 91% of businesses in China have a woman in senior management, much higher than the global average of 59% and the U.S. at 69%.

The Center for Work & Family continually strives to bridge academic research with corporate practice. To that end we’ve included corporate best practices in China around flexibility, parenthood and child care, health & wellness (with a focus on stress), talent management, and relocation/separation issues – the latter becoming an increasing concern as workers become more mobile and retain significant responsibility for immediate family and elders.

We hope this briefing is helpful for the business community and anyone else interested in the varying dimensions of work-life across cultures. It’s available free on the Center for Work & Family website (www.bc.edu/cwf) and is the first in a series we’re doing on the emerging markets, sponsored by Johnson & Johnson. The next briefing will be on India (this summer), and then Brazil and Russia (fall). Look for posts on those to come!

Utah’s Compressed Workweek Pilot Program Seems to Work 4 Many Reasons

Julie Schwartz Weber August 12th, 2009

As previously discussed here, last August, Utah implemented a four-day workweek pilot program for 17,000 of its state employees, whereby state employees work 10 hour days on Monday through Thursday, and do not work on Fridays. This program, the Work 4 Utah Initiative, was initially launched to reduce energy consumption, extend customer service, improve employee recruitment and retention, and reduce the environmental impact of state government operations. While a comprehensive and final report on the entire year is not expected for several months, the results available today are promising.

  1. Cost benefits – As of May, the state had already saved 1.8 million dollars in electrical bills. By closing offices on Friday, there is no need to power lights, elevators, computers, air conditioning (in the summer), and no need to provide custodial care on that day.
  2. Environmental benefits – Utah has projected a reduction of greenhouse emissions by over 12,000 metric tons, due to Friday building shutdowns and fewer cars commuting on Fridays. Additionally, Utah projects that its program will reduce gasoline consumption by 744,000 gallons.
  3. Employees approve – In fact, 82% of employees surveyed like the program that provides them with a regular 3-day weekend.
  4. Employee benefits – Surveys show decreased health complaints, less stress and fewer sick days used with this new schedule. Notably, overall, there has been a reduction in employee absenteeism.
  5. Utah residents benefit – With extended hours for all residents to access government services, other workers, who work 9 to 5, are able to get business done before or after work (e.g., going to the DMV).

When the final report is published, we will update this blog. Until then, let us know if this kind of work schedule would work well for you.

Adding a New Ball to the Juggling Act: Balancing Work, Family and Education

Featured Guest Blogger August 10th, 2009

Charlene DeCesare is a freelance Life Balance Strategist and the Senior Director of Tuition Programs at College Coach, a division of Bright Horizons Family Solutions.

Studies have shown that a large majority of working adults do not complete degrees within six years, while many don’t finish at all. At first blush, this may seem unbelievable, but given the challenges of juggling work, family and education, it really shouldn’t be surprising.

Many years ago, I decided to pursue my MBA using my employer’s tuition assistance program.  At first it seemed that navigating the process around this “benefit” might actually require an MBA!  However, I figured it all out eventually.  Accepted by my school of choice and approved by my manager, I started classes.

As luck would have it, my second semester gave way to my first trimester…of pregnancy. The challenge of balancing work and life (literally) grew exponentially. Childcare was an issue both day and night, depending on my husband’s schedule as well as my own. Business travel sometimes meant missing classes in addition to missing my family. Lactation arrangements were now needed at work, on the road, and at school. As each semester came and went, I made difficult choices in order to feel successful as a mom, an employee, and when I could fit it in, a student. Nine years, a new job and two more children later, I finally completed my degree.

Today, working adult learners face similar challenges of managing work, family, and school. Furthermore, each area’s demands are compounded and mirrored against the next. As if the process wasn’t convoluted enough for me when I attended graduate school, the educational landscape is even more complex today. Whereas aspiring students once had to compete for acceptance into college, many schools are now competing for students –- especially the working adult demographic. Because of this, the availability and diversity of distance learning options is growing at a rapid rate. Yet, aggressive marketing is no longer limited to online for-profit institutions. More and more “traditional” schools are launching programs specifically targeted to employees. All of this makes the decision making process much more complicated and potentially very time consuming. As we know, time is the most precious commodity for those of us trying to “do it all.”

In addition, employees must have awkward conversations with managers who are conflicted between meeting budget goals and helping employees meet their personal and education goals. To compound the problem, many employers still have policies and processes that are overly difficult to navigate for the employee and equally difficult for the organization to administer.  This can actually create a perceived disincentive to participate.

In the United States, 85% of companies offer some sort of tuition assistance program. There is no question that the benefit is offered with good intentions. However, the goal for the more forward-thinking employer is to build that bridge between what they intend and what employees actually experience. This includes creating a culture that encourages education and work/life balance while also providing support at the individual level.
Support is not only about funding. It’s about providing resources during the decision-making process and throughout the educational journey as the inevitable issues arise. This kind of support not only increases the likelihood that our working adult learners will complete degrees, but that they will stay with the employer who funded that educational journey.  That’s a true benefit for all involved.

What’s New From the Network?

Karen Corday August 7th, 2009

New From the Network:

New, free work-family content online:

Results of Network Polls: Paid Sick Leave and Telework

Judi Casey August 5th, 2009

We asked “What is your experience with telework?” for our Network poll from May 19-June 25, 2009. Forty-seven percent indicated that they “occasionally work remotely,” while 23% noted that they ”work remotely several days a week.” Twelve percent indicated that “I wish that I could work remotely but my employer does not support this,“ while 10% “work remotely every day.” Eight percent of the 73 respondents reported that “my job is not suited for telework.”

For more on telework, see the Topic Page, the Effective Workplace Series, the Policy Briefing Series, and the Fact Sheet.

From June 26 - July 31, 2009, we asked “When you or a family member is sick, who do you think should provide your pay when you stay home from work (please select all that apply)?” Of the 63 people that responded, 41% said “my employer” while 11% said, “my employer, but not if it’s a small business.” Twenty-four percent indicated “my local government, state or country,” and 22% replied, “no one, it’s my responsibility.” One person commented, “Assuming I can work from home–and why not?–my employer should pay.” For more on paid sick leave, see our Topic Page, Policy Brief, Mini-Brief, Fact Sheet, and our Network News interview with Sherry Leiwant.

Our current poll asks “Are you taking vacation time this summer?” Please answer on our home page or on our blog; thank you!

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