Thu, 20-Nov-2008
Take a higher view of work-life strategies
Published: Aug 26, 2008
Singapore - Not all schemes aimed at promoting work-life balance can be successful, and companies should examine the reasons for adopting such strategies before blindly implementing them in the company.
Cheryl Liew-Chng, managing consultant at LifeWorkz, says when it comes to implementing worklife strategies, companies often fall into one of two approaches. The first group of companies put in place work-life policies and programmes and sees what results it can produce, while the second looks at it from a business imperative and sees how work-life strategies can help achieve those business goals.
When asked why companies choose and implement work-life strategies in such a haphazard way, Liew-Chng says it boils down to several factors. One reason stems from the myth that work-life strategies are costly and would require a lot of manpower and resources to implement. Also, companies could fashion their strategies after their peers - which could backfire and fail as it would not work on a different business model.
"Or they could be implementing it, but their culture is sending the signal that it is a no-go. So programmes and policies are in place, but nobody is applying for it or seems to need it," she adds.
Hence, managers need to be trained in managerial effectiveness in order to keep up with the flexible workplace demands of younger generations. This means managers will soon need to learn how to "performance manage", with focus on employee productivity and outcomes rather than face time. Some of the new skills managers would require include conducting performance reviews for telecommuters, and knowing how to rally the team in a flexible arrangement.
But in situations where work-life balance schemes are not beneficial to both employees and the company alike, that's when it has to stop. "It should not come to a point where it is a welfare and staff are saying, 'Give me, give me,' and companies are not seeing the output," Liew-Chng adds.
Cheryl Liew-Chng, managing consultant at LifeWorkz, says when it comes to implementing worklife strategies, companies often fall into one of two approaches. The first group of companies put in place work-life policies and programmes and sees what results it can produce, while the second looks at it from a business imperative and sees how work-life strategies can help achieve those business goals.
When asked why companies choose and implement work-life strategies in such a haphazard way, Liew-Chng says it boils down to several factors. One reason stems from the myth that work-life strategies are costly and would require a lot of manpower and resources to implement. Also, companies could fashion their strategies after their peers - which could backfire and fail as it would not work on a different business model.
"Or they could be implementing it, but their culture is sending the signal that it is a no-go. So programmes and policies are in place, but nobody is applying for it or seems to need it," she adds.
Hence, managers need to be trained in managerial effectiveness in order to keep up with the flexible workplace demands of younger generations. This means managers will soon need to learn how to "performance manage", with focus on employee productivity and outcomes rather than face time. Some of the new skills managers would require include conducting performance reviews for telecommuters, and knowing how to rally the team in a flexible arrangement.
But in situations where work-life balance schemes are not beneficial to both employees and the company alike, that's when it has to stop. "It should not come to a point where it is a welfare and staff are saying, 'Give me, give me,' and companies are not seeing the output," Liew-Chng adds.