Transcript Title of Project or Presentation

Work / Life Crossroads: Collision Course
or Complement to Business Strategy?
Presented by
Wendy Lundgaard, Director
HR Management
Conference, Monash
University. June 2007
Traditional Work/ Life and Flexibility
Employee
Engagement?
Employee
Attraction
Work/ Life
programs
OH&S &
Wellbeing
Employer
Of Choice
Now: Work/ Life and Workforce Planning
Workforce
Planning?
OH&S &
Wellbeing
Work Life
&
Flexibility
Employee
Attraction
Employer
Of Choice
Employee
Engagement
Survival Essentials: Workforce Planning
Align STRATEGY
With business plan, strategy & goals
Assess skills DEMAND
Current & future demand for
resources/ capabilities/locations
Assess current SUPPLY
INT: Turnover, age profile, talent
EXT: labour market trends
Identify GAPS
Close Gaps, IMPLEMENT
REVIEW
Prioritise Shortfalls
HR & Workforce Planning Strategy
(Attract, Develop & Perform, Retain,
Establish performance
indicators, metrics (S.Melbourne,HR
Monthly Oct 06)
Flexibility & Work/ Life Programs: key
element HR & Workforce Planning Strategy
Flexibility
Age
Management
Performance
Productivity
(Retirement)
Capability
HR &
Workforce
Planning
Strategy
Attraction &
Retention
Talent &
Succession
Mgt
Knowledge
Management
Labour Supply Issues & Workforce Planning
Fertility Rates within Australia 1921 to 2051
3.6
Fertility Rates
3.3
3
2.7
2.4
2.1
1.8
1.5
Years
Years
Years
Years
Years
Years
Years
Years
1921-25 1932-34 1946-48 1953-55 1960-62 1970-72 1980-82 1990-92
Year
1998
Year
2005
Year
2006-51
Years (from 2006 - 51 are projections only)
ABS: Births - 3301.0 - 1998
Issues: Increasing workforce participation through
creative & flexible forms of working.
Complement or Collision with Bus. Strat.
Work/Life at the Crossroads:
• Has a business case been
made for flexibility in
workplace (ROI)
• Is flexibility at work
supporting productivity or
undermining it?
• What is your W/L Balance
Sheet© NET position? RED
or BLACK?
Business Drivers & Work/ Life Balance Sheet ©
Today
+
-
Future
Assets?
Investment?
• Deliverables
• Responsiveness
• Clients
• Employee engagement
•Skills
• Culture, Values and
Workplace Practices
• Retention
• Competitive advantage
• Managers ability
• Knowledge, capability &
committment
• Relationships at Work
Overhead?
Liability?
• Program costs
• Risks
•Overtime
• Absenteeism
•Turnover
• Recruitment $s
• OH&S – phys & psych
• Discrimination
• Presenteeism
• Conflict at work
• IR/ER Reputation
Work/ Life Balance Sheet© Audit
Strategy – Evidence of:
•
•
•
•
•
Clear Drivers & objectives
Senior Mgt support
Performance focus aligned
Business Strategy linkage
Integrated approach
Policy – Evidence of:
•
•
•
•
•
Policy Statement
Communication
channels
Options diversity
Clear business case
Risk Management
Culture – Evidence of:
•
•
Measurement of Impact
Employee Validation
•
•
Mgt training & support
Employee input
avenues
Trust levels
Case Studies
Work/ Life & Business Strategy Collisions!
• Lack of metrics, no re-assessment of impact on
business drivers (ie productivity, retention, customer
satisfaction etc)
• Inadequate support by CEO, Senior Mgt, supervisors
(inflexible and job centred baby boomers)
• Workplace tensions (perceptions of flexibility inequity)
not managed
• “Me” centric dominate the workplace with flexibility
seen as a ‘right’.
Top 10 tips to Compliment Business
Strategy
At System & Policy Level:
1. W/L program part of integrated workforce
planning strategy of the business
(organisational ownership)
2. Performance regime measures outcomes
not inputs
3. Program goals link to business imperatives
& objectives
4. W/L initiatives must be relevant to
workforce (demographics, lifecycle)
5. Develop strong metrics base (benchmark pre,
post implementation, and on-going reviews)
Top 10 Tips (continued)
6. Policies/ systems (eg HR,IT) support objectives
whilst balance risks (WFH Policy)
At Workplace Culture Level
7. Managers supported by specific training in
“managing flexibly”
8. Market benefits in tandem with obligations (win-win)
9. Culture of Partnership (reference group to bounce
ideas and two-way communications with workforce)
10. Report on outcomes, critically review, celebrate
business success.
Contemporary Dialogue on Flexibility
• Moving from the ‘nice to do’ to ‘mission
critical’
• How will you source and retain a long term
supply of talent when the pool is shrinking?
Its ‘Game on’: Do you have a plan?
www.win-winws.com.au
Presenter: Wendy Lundgaard, Director
June 2007