Work and life balance and Well Being
CWP is an international organization providing consultancy and managerial services to other companies and clients. The organization has 13,500 employees with 65% being men and the remaining 35% being ladies therefore calling for work life balance issues. The organization prioritizes on balancing diversity but experiences difficulty increasing the number of ladies especially in the top positions and this is attributed to the number of working hours.The latest study carried out on staff showed that urgency should be prioritized on Work-Life Balance. The policies outlined by the Work-Life Balance policy needs to be adjusted to eliminate the conflict of interest between management and staff.
If management fails to address the matter, the organization faces a risk of reduced production and effectiveness on the part of the workers since they will not feel accommodated and their needs disregarded. Unsatisfied staffs are not able to perform their roles effectively which results in reduced performance which means that there will be a reduction in the profits earned (Sharma and Sharma, 2015).The data presented from the survey shows that about 60% of the workers are not contented liable to compromise CWP’s production and performance. The reduced satisfaction can be attributed to the workers as they are liable for managing their own private lives. From the scenario, staff members aged twenty-five to thirty-five exits the CWP probably due to maternal and family issues. A study by Kahn, García, and Bianchi (2014, pg.67) found that parenthood was one of the major initiators of female exit from employment. The reason behind this is the fact that females are also home managers, so they require adequate time for their families.
The case scenario also highlights the gender diversity issue. About 65% of the total workforce employed across Europe comprises of the male gender while the remaining portion comprises of the female. CWP therefore initiates the diversity management objectives but still has difficulty attracting and retaining the workforce.Another key issue raised in the scenario is the unsupportive managers. From the statistics, 50% of the workforce feel supported by the managers in regards to private life and WLB.
The following are the recommendations for CWP in instituting viable, flexible options and Work-Life Balance;
Majority of issues facing CWP from the case scenario are as a result of poor internal communication. For instance, the employees feel unsupported by the managers due to inadequate and poor communication. Proper internal communication is one of the major determinants of organizational success (Mishra, Boynton, and Mishra, 2014, pg. 187). If CWP institutes proper communication frameworks, the employees will be able to pass their grievances to designated authorities.
For instance, CWP management may develop a hierarchical diagram showing the different organizational functions. It stipulates the different management positions and the roles they play in assuring overall performance (Argenti, 2015). The hierarchical order will give employees an overview of the overall management and the designated managers they are supposed to report to. The diagrams will help increase employee transparency and enable management get efficient information in regards to WLB. The diagrams can be placed at strategic points and posts, for instance, the company website, notice boards, employee offices and Company cafeteria.
Clear adequate internal communication ensures the workforce feels as part and parcel of the organization (Men, 2014, pg. 267). It one of the ways of ensuring all workers fully engage in organizational affairs. It can prove even more significant to the CWP staff working with International clients or offshore. It’s important to update them to sustain full engagement.
The proportion of candidates applying for positions in CWP also has significantly reduced with numbers of those exiting after three to five years escalating. Statistics from the UK Labor market showed a significant increment in the employment rate since the 1970’s (Clements, 2015). The numbers showed the market has a big number of candidates ready to apply for positions in CWP. All the organization has to do is focus on flexibility and catering for the welfare of its workers. The manner in which CWP has implemented the diversity program serves to determine the number of both male and female candidates applying for positions in the company. Strategies chosen by an organization are paramount in attracting and retaining potential workforce (Cloutier, Felusiak, Hill and Pemberton, 2015).
The organization has a role to play in ensuring workforce satisfaction through provision of flexible work options (Goetsch and Davis, 2014).According to Moen, Kelly, Tranby, and Huang (2011, pg.416), those individuals who were able to balance between their work and personal life felt more relaxed and rested as they had enough sleep and time to visit a doctor. The freedom replicated itself in their work as they proved more productive and efficient. It also affected the rate of recruitment and workforce retention.Work-life balance can also serve as a way of ensuring survival after an economic downfall. Some organizations resort to WLB to help improve production and sustain performance during an economic recession (Pasamar and Valle, 2013).
The increase in the number of staff exiting CWP and reduced number of applicants is linked to poor communication. For CWP to realize it objective on diversity management, it should prioritize on querying its staff before resorting to other research methods. They can question the workers on the most desirable flexible options which they deem most effective. The information they get will aid generate viable WLB provisions that best suit their workforce and the entire CWP management. Through this, management will have saved on costs associated with time and also satisfy the needs of its employee’s thus evading exit, sustaining retention and applications.
To cater for the size and disparity of its workforce, CWP should go for an electronic survey. Firms using electronic survey are assured of timely collection and response from members (Dillman, Smyth and Christian, 2014). It may prove more significant especially for staff that may be offshore or working far away with international clients. Communication will be timely and will encompass all the organizational workers.
CWP should also prioritize regulating the number of offsite jobs. From the case scenario, the most dissatisfied workers are the ladies and those working offsite for international clients. They comprised of 40 % of the total workforce which is a significant lot that can impact production. For instance, those working with international clients may have to spend a considerable amount of time away from their families which may impact performance. CWP needs to limit the number of international jobs allocated to a worker per year. The employees will be able to spend time with their families which will help balance work and personal life. For the onsite workers, CWP should consider initiating a provision enabling them to work at home.
The case scenario also highlights the gender diversity issue. About 65% of the total workforce employed across Europe comprises of the male gender while the remaining portion comprises of the female.The data from the scenario also shows that only 40% of the workers deem the flexible work options as adequate in meeting their wants. The likelihood of exit for this proportion is high indicating a significant reduction in production and performance for CWP. It also increases the difficulty in achieving the diversity objective as 35% of the 40% are women. Women are a significant asset for any business and so should be given priority (Setó‐Pamies, 2015, pg. 337). It, therefore, poses difficulty in retaining women who contribute significantly to the organizational performance through their innovation and talent if flexibility is not addressed. The figures show that men are more attracted to the positions than women. The flexible options and work-life balance provisions may influence applications as the majority of the women to prefer flexible jobs to cater for their families.
Majority of the firms today have adopted home working. Employees can have time to spend with their families and still work from their residence (Stokes and Wood, 2016, pg. 45). Technological advancement has facilitated the trend. Through this, CWP will be able to meet the needs of its workers adequately. All it has to do is invest considerably in technology to help monitor, evaluate and assess its workers.
Another key issue raised in the scenario is the unsupportive managers. From the statistics, 50% of the workforce feel supported by the managers in regards to private life and WLB. The rate raises questions in regards to the leadership styles used in running the organization. Do the managers use autocracy, democracy or dictatorship? Probably they use these styles differently on different groups of people. The data also suggests prejudice and bias exercise in the organization. It seems as if some of the employees are favored more than others or given priority on issue treatment. There is also the probability of character difference on the part of managers. Some of the managers may be cordial and welcoming thus supportive. Others may be harsh and demanding to make some workers feel unsupported. Identifying the best method to bridge the gap between management and employees would help solve social issues at CWP. It would help address the flexibility issue more conveniently and sustain performance. For instance, the millennial generation workforce places much priority on balancing work and private life (Truss, Mankin and Kelliher, 2012).
Leadership is paramount towards organizational performance (Miner, 2015). It can be a factor contributing to the escalating exit and reduced applications. The workers may feel unconsidered which may lead to the exit of talents. According to a study carried out by Reina, Rogers, Peterson, Byron, and Hom (2018), a significant number of employees leave their jobs due to their managers. Engaging the employees emotionally and exerting pressure proved to have a significant effect on employee’s quitting. CWP management should consider weighing the manager’s opinion on WLB. Manager’s perception may prove significant in evaluating the viability of WLB and its impact on overall performance of CWP.
At times workers tend to be resistant to dynamism which also goes for the managers as well (Scase and Goffee, 2017). They may be reluctant to adopt WLB provisions even when they prove significant to the welfare of their workers. They may deem WLB provisions as an expense to the organizations which renders them unsupportive. The study by Dickson, Fox, Marshall, Welch, and Willis (2014, pg. 139) stipulated that some of the bosses were being asked to give more than they were willing to offer, showing that they are not responsible for WLB. Taking this perspective would only serve to worsen CWPs current position. Some of the managers only implement the WLB provisions because it’s a trend in the industry and other organizations are doing it. Many fail to initiate the provision based on the concern they have for their workers and simply do it because the law requires it. WLB is a legal requirement, and all companies are required to institute it in their programs (Milner, 2016, pg. 126). Majority of the managers are therefore less supportive of their workers as it is not a self-initiative. Getting the leaders perspective will help understand the current position on organizational matters. Leader’s communication serves as a way of weighing both managers and workers opinions and coming up with a lasting solution viable for both parties (Certo, 2015).
CWP can also adopt the KIER Group program, meant to enhance integration between management and staff. The KIER program enables managers to pay attention to the views of staff and also serves as a training program for their development and growth (KIER, 2018). Through the programs, both managers and employees establish a cordial relationship. The employees feel like part of the organization as their opinions matter in regards to overall decision making. They feel accommodated and thus in the case managers refute their opinions; they will not feel unsupported.
Management should also encourage accountability and openness at all levels on matters concerning WLB. To enhance openness, managers as the organizational heads should pioneer and advocate for the implementation of the WLB provisions for staff well-being. Through advocacy, they will be able to entice openness from staff that may have critical issues to address in regards to WLB. Manager’s involvement in employee’s welfare will help them see things from the staff’s perspective. Through this, the workers will feel supported which will improve production for CWP.
CWP should focus on monitoring and assess feedback on the implementation of the recommendations. The response should be taken from both management and staff in regards to the viability of the new instituted recommendations. It will help identify errors and take corrective measures in improving leadership.
From the case scenario, about 40% of the workforce is satisfied by the present WLB. 65% of the rate indicated comprises of men, and the remaining 35% is ladies. The ratio indicates that very few women are satisfied by the provision of the WLB compared to their male counterparts. It, therefore, indicates the need for proper communication between management and both genders to initiate viable, flexible options. If coordination is not implemented, CWP is likely to lose the majority of the female staff. The loss will have a detrimental effect on the female staff also serves to innovate and bring in ideas to increase production. Workers will be less motivated to exact performance reducing CWP’s performance.
A workers health is a significant contribution towards his or her performance (Taylor, Mulvihill, Baillie and Irwin, 2017, pg. 215). Absenteeism from work due to health issues is one of the major contributors to low organizational performances and low-profit margins (Strömberg, Aboagye, Hagberg, Bergström and Lohela, 2017, pg. 1061). To assure the well-being of its staff, CWP can increase work flexibility by advocating for home working. Through this, workers will be able to work from their places of residence and still have time to see their doctors. Home working will ensure they have time to seek out medical advice whenever health issues arise.
CWP can also formulate health and welfare programs into its framework. For instance, some companies have adjusted their intranet to permit employee get the information they need from medical experts. They do not have to miss work to get medical assistance which in turn saves time for CWP (Jacobus, Braun Cobb and Cybernet Systems Corp, 2014). The company will be assured of continued production which will help ensure continued growth.
From the scenario, staff members aged twenty-five to thirty-five exits the CWP probably due to maternal and family issues. A study by Kahn, García, and Bianchi (2014, pg.67) found that parenthood was one of the major initiators of female exit from employment. Young ones tend to limit their production capacity as they have to stay home and tend to their families. The study stipulated that women are most affected at a young age. Exiting tends to deny CWP talent and resorts to reduced performance. CWP should consider instituting maternal leave in its provisions to cater for the welfare of the workers especially the women. They will thus be able to retain those who exit for family issues.
For the CWP to adequately cater for the welfare of its employees, management should also pay emphasis to corporate social responsibility. Through corporate social responsibility, CWP will be able to cater for all its stakeholders, that is, clients, employees, government, shareholders and general community. When an organization views the welfare of its staff as a corporate social responsibility, it increases the productivity of the workers. Most organizations choose to provide medical insurance cover, proper remuneration, allow a few hours of break and recreational facilities for their workforce (Supanti, Butcher, and Fredline, 2015, pg. 1482).CWP adopting this will aid cater for the well-being of its employee’s.
|Recommendations||Action Supposed To Be Taken||Who Will Take the Action||Time To Be Taken||Results To Be Derived from Evaluation|
|Improvement in Communication Level of Employees||Analyse the programs that are in the organization and their functions||Departmental heads as well as senior management in general||Three weeks||Employees should be motivated to become more open and communicate more about their concerns on WLB.|
|Research should be undertaken to determine the most favourable WLB||Human Resource Department||Two Months||The common options will be identified, and implementation plans will be laid down if the currently utilized CWP does not offer many alternatives.|
|Set limits on the number of jobs that a single employee should undertake per annum||Management and Human Resource Departments||Within a year||Employees will have a choice in their operations. They may choose to continue doing work or simply quit after completing their specified jobs. It, in turn, brings employee satisfaction.|
|Advocate for work from home programs as a section of Work-Life Balance||Senior management team||In 9 months||Employee satisfaction will be upheld since they will feel considered by the management team due to their acknowledgment of a work-life balance|
|Upgrading leadership||Requires response from the management team as well as their views on work-life balance||Senior management||Three official weeks||The senior management team should focus on gaining knowledge why employees feel unsatisfied. Managers can hence generate ideas on which areas to change.|
|Initiation of the success formula.||The human resource department||In a year||A better relationship between employees and their managers.|
|Embracing openness about issues arising from WLB and their wellbeing.||The senior management team and other managers||Employees will feel free to express their concerns without fear of management team, and the managerial team can respond faster.|
|Collecting response from the employees and managers to analyze whether there have been any improvements made.||The human resource department, departmental heads, and senior management team||Every two months||The solutions that have been recommended are analyzed using the feedback obtained to determine success level. An increase in the current percentage is expected.|
|Elevating the well being||Creation of a gap in the CWP intranet which provides information about the well-being and health.||The Information Technology department and Health Department||In 4 months||There is expected a reduction in the level of stress among employees since there is accessible information on taking care of oneself.|
|Initializing activities such as sports that will enhance the health and fitness of employees such as the installation of a gym.||All managers||In 6 months||Employees tend to be happier and accommodated by their employer which in turn results in retention of qualified and talented staff.|
Improvement of the level of communication and elevating leadership skills help in reducing the occurrence of CWP issues that are about work-life balance. The recommended approaches to wellbeing enhance the satisfaction of employees since they do not have any stress which in turn leads to more productivity in the firm. There is the prevention of similar occurrence of the crisis since they will be solved using the recommendations. It is very important that an organization considers the needs of the employee so that they will feel accommodated. Employees are the power of an organization and if an organization disregards them, then lowered productivity is likely to be encountered. Work-Life Balance will motivate employees to work as desired and enhance the relationships between employees and the managerial team.
Leadership is a very important aspect that should be put into consideration. If the management team is not efficient, there is the likelihood that the employees will be unsatisfied thus lowering their morale. An organization should employ qualified and competent leaders so that the organization will not be left behind by a similar organization.
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