The Business Case for WorkLife: Expanding Synergies for Impact

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The Business Case for Work/LifeExpanding
Synergies for Impact
David J. Thompson Work/life Microsoft

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Agenda

• Evolving business case
• Work/Life strategy
• Standards of Excellence
• Summary

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The Evolving Business Case

• Response to changing demographics
• Goal reduce work-family conflict
• Broad work-life focus
• All families
• Wide range of employees
• Business objectives
• Recruit/retain diverse workforce
• Reduce productivity loss

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The Evolving Business Case

• Response to changing workplace and competitive
  pressures
• Goal increase work-life synergy
• Focus on organizational culture
• All employees
• Communication, mgrs. behavior, role models
• Focus on work processes
• Work teams/depts.
• Clients/customers
• Business objectives
• Improve employee commitment and discretionary
  effort
• Improve organizational efficiency what is
  important and how/when it gets done

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Reposition the Approach to Work/Life
Balance
Effectiveness
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Transforming Expectations on WorkLife
Effectiveness

• Old economy views
• Individual, not business issue
• Presence equals productivity
• Face time equals commitment
• Being competitive means working longer and harder
• Flexibility means less commitment and market
  value

• New economy views
• Employers recognize and support the whole person
• Open, honest dialog on business and personal
  priorities
• Work is continually examined for value and process

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The Changing Economy and Work/Life Strategy
You buy employee loyalty - CEO, Enron

• Business cycles can always create an excuse!!
• Irreversible trends
• Technology changing the way we work
• Instantaneous responsiveness
• No excuse for not being in touch
• Employers asking for higher skills/higher
  commitment
• Even in tight markets, best employees have
  choices
• Flexibility is about process efficiencies
• Best implementation time is during periods of
  slow growth
• Identify areas of business where it makes most
  sense
• Dont let managers confuse working more hours
  with creating better output

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Corporate Work/Life Strategy
Three Bottom Lines Profitability (Shareholder
Value)
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Standards of Excellence
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Work/Life Synergies Summary

• WorkLife Effectiveness balance entitlement
• Economic realities force increased focus on
  program goals
• Clearer differences between work/life services
  and management practices
• Competitive advantages are there for the taking

• Culture Change
• Leadership needed to
• Create change
• To drive performance
• Focus on results
• Business results
• Personal growth
• Work Redesign
• Three bottom lines
• Shareholder Value
• Customer Satisfaction
• Employee Satisfaction

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QA