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work
/ family-life balance - strategies which work
strategies
which work | work / family-life balance? | case
studies | resources | links
| consultants
Invariably,
employers respond negatively to the concept of developing work life
balance policies within their organisation because the business
case for so doing is unclear and the strategies with which to achieve
success are not readily accessible.
This
section of the website aims to provide you with strategic ideas which
you may be able to implement in your workplace.
strategies which work - an ideas list
These
strategies are provided as a non-prioritised ideas list which
you could use as a resource for your own work life planning in
your workplace. This is not an exhaustive list, and employers are not
expected to have implemented every point in this list.....this is just
a start!
- flexible
work arrangements can include allowing employees to telecommute /
telework a number of days per week (working from home),
- part-time
and job sharing,
- access
to single days of annual leave
- flexible
start and finishing times
- leave-early
one day a week (employee to negotiate)
- early
leave Fridays
- time
off in lieu
- negotiated
start and finish times
- paid
maternity leave
- paid
paternity or 'bonding' leave
- paid
adoption leave
-
family/carer's leave
- foster
parenting leave
- breastfeeding
policy
- carer's
/ breastfeeding rooms
- induction
and refresher courses for staff returning from extended leave
- health
promotion programs - corporate fitness and well being
- health
and well being weeks
- subsidised
gym memberships
- corporate
fitness events
- on
site yoga / massage / walking clubs
- family-oriented
corporate events
- assistance
with childcare costs
- pre-retirement
contracts to support staff with decreased hours as they near retirement
age (without reducing superannuation)
- career
development opportunities - time off for study / study assistance
- strategies
to assess, evaluate, monitor, review and proactively plan to increase
women in positions of responsibility within the organisation
- purchased
leave schemes (48/52s)
- compassionate
leave
- health
allowance for employees and dependants
- income
protection and life insurance for employees
- employee
assistance programs - access to low interest loans / counsellors /
peer support
- family
support when employee overseas on extended periods
- schemes
to keep staff in touch when on extended leave
- rostered
days off / accumulation of rostered days off
- financial
planning assistance for staff
- meeting
and training sessions held within the normal work hours
- proactive
publicity of successful work life balance strategies throughout the
workplace / advertising successful case studies as models of good
practice
- adequate
resourcing of staff who telework - mobile phones / ISP / telephone
line installation
- time
off with minimal notice
- allowing
staff to attend appointments throughout a day
- active
support for staff to undertake personal and professional development
- child
care and aged care information kits
- excess
hours can be 'banked' and utilised later as blocks of leave time
- encourage
staff to take annual leave on a regular basis
- restrictions
on long hours for employees
- monitoring
of number of meetings and extraneous meeting attendance expectations
for staff
- incorporation
of commitment to work life balance in the performance plans of leaders
within the organisation
- work-based
child care
- retention
of benefits while on leave
- support
groups - for example, for working mothers, new fathers, carers, new
grandparents
- time
savers - dry cleaning, on-site car repair or washing
- paid
pre-natal leave for appointments
- cultural
and religious leave
If
you have strategies or feedback
or would like consultants from dk2 to work with you in developing
a policy and action plan, contact
us.
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