Global Work/Life Balance

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Experience in an International Organization

Juliana Oyegun, Chief Diversity Officer World Bank Group Global Summit Of Women Istanbul, Turkey: May 7, 2011

What Is “Work/Life Balance”?

• It is, according to IQPC Human Resources: Having a measure of control over when, where and how individuals work, leading to their being able to enjoy an optimal quality of life. • Mutually beneficial to the individual, business, and society, balance is achieved when an individual's right to a fulfilled life inside and outside paid work is accepted and respected as the norm. To paraphrase: “balance” is defined by each individual - and adapts based on work/social needs and norms.

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What Is the Business Case? Providing flexible working options is a win/win.

Employers benefit from: • Increased productivity : Less time spent on commute and face-to-face meetings. • Enhanced recruiting and retention: Attracting younger workers (Gen Y) who are less motivated by money and more motivated by having free time. Retain staff whose circumstances change • Reduced overhead costs : Fewer work spaces are needed in offices • Lower turnover: Engaged staff stay longer. • Reduced absenteeism: Staff can work when needed from anywhere. • Business continuity: Through access to remote systems and global connectivity systems

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What Is the Business Case?

(cont’d.)

Providing flexible working options is a win/win.

Employees benefit from : • Improved work/life balance: Able to work at staggered start/stop times. • Higher work engagement: Management values your personal needs • Increased productivity: Shorter commute time, fewer meetings • Reduced transportation costs: Drive fewer miles (and reduce carbon footprint)

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What Does Research Tell Us? Flexible work culture = lower turnover

• Organizations with an established culture of workplace flexibility: Provide training to employees and management on how to be successful with flexible work schedules Source: WorldatWork Survey on Workplace Flexibility 2011 Employer flexibility correlates to employee turnover. • • Have a formal written flexibility policy Market or feature the organization’s flexibility program as a key benefit to attract new talent • • The higher an organization rates itself on the flexibility scale, the lower the organization’s voluntary turnover rate. No correlation found between the number of flexibility options offered and employee turnover.

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What Else Do We Know? Flexible work culture = more motivated workers

• Workplace flexibility has an overwhelmingly positive effect on engagement, motivation and satisfaction. • MIT’s Daniel Pink’s research on companies around the world also denotes that the most important incentive to staff is feeling motivated and engaged. • Source: WorldatWork Survey on Workplace Flexibility 2011 Most respondents believe their flexibility programs have a positive effect on: • • • Employee engagement (72%), Employee motivation (71%) and Employee satisfaction (82%).

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What is the World Bank Group?

Our mission: “To fight poverty with passion and professionalism for lasting results” Our motto: “Our dream is a world free of poverty” Our shareholders: 187 member countries Our work: We are not a traditional Bank: we provide low-interest loans, interest free credits and grants to developing countries for a wide array of purposes that include investments in education, health, public administration, infrastructure, financial and private sector development, agriculture and environmental and natural resource management.

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Why is Work/Life Balance a Priority?

• • Internal: In 2002, work/life balance was identified as a key priority area per the bi-annual Staff Survey. Despite existing programs, the “take-up” by staff varied across the institution • • Timing: Other large organizations were grappling with the same challenges as the WBG Canada released an important study on work/life balance • Corporate Leadership: Management felt the institution has responsibility to provide the right environment, the right incentives —and most important of all—encourage the right behaviors

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• •

How Did We Begin?

• Appointed a Corporate focal point in 2002 “

to ensure specific, concentrated and continuous attention on work-life balance

” Tasked with deepening WBG “culture” Built on existing policies and programs Created an enabling environment for staff so that they could take advantage of flexible work options without negative impact on their careers • Provided implementation support and guidance to managers • • • Launched A - B - C (Achieving Balance Creatively) Campaign Solicited feedback from staff on specific ideas to improve take up Encouraged managers and staff to model best practice Included first “Work-Life Balance Week”, which took in all WBG offices

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Where Are We Now?

Our goal is flexibility. • With our global work and 24/7 clients, staff often work very early in the morning or very late at night. • Our programs acknowledge this and encourage staggered work hours that make the most sense to their business and personal needs • Flexwork options are location neutral, meaning you can work on the road, from a client’s office, or from your home. • Position flexwork as key to business, not as a benefit or staff entitlement. • Actively communicate that flexwork makes business sense • Success in work/life balance is up to the individual, but recognize there is a shared responsibility among staff, manager, and teams to decide how to work to best serve our clients.

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What Are Our Key Programs?

Menu of work/life programs include: Time • • Flexible Working hours – Varying work start and end times Alternate Work Schedules – Work 80 hours in 9 days with the 10 th day off Place • • Telecommuting – Work from home for a job in another location Home-based Work – Work from home in the same city as your job Amount • Reduced Work Schedules – Part time work for specific periods • Job Share –Position can be shared with a colleague Flexible work options are available to all staff with managerial approval.

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What Is The Support Infrastructure

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• Communications: Flexwork Toolkit: one-stop shop for staff & managers to learn about flexible work • • • Multiple IT tools: Skype: Loaded on all Bank machines to reduce travel and telephone costs Blackberry: Available to staff based on business need. Videoconferencing: At Bank Group offices and other locations all over the globe • • IT Help: 24/7 global IT support Remote access to desk computers and laptops • • • Corporate Program Resources: Industry standard health services program Lactation rooms, leave time for maternity/paternity/ adoption Support for victims of domestic violence/spouse abuse

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What Does Our Work Culture Look Like?

Day care: Gymnasium: Concierge services: Cafeteria with Global cuisine:

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What Did We Learn?

• Secure top leadership support Demonstrate management’s support • Develop a policies, programs, and communication strategies to support it Conduct a pilot program • Train managers, HR practitioners, and staff on how to use flexible work optimally Make sure everyone understands the business benefits • Invest in global connectivity systems IT support is crucial to most flexible work options. • Market the programs well Communicate continuously with all staff

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What Is Our Key Message?

Create a culture that supports flexible work. Everybody Wins!

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