WORK – LIFE BALANCE Emerging Psychological Risks related to OSH. European Agency for Safety and Health at Work 8 – 9 April, 2008 Brussels Prof. Dr. Nuria Chinchilla, IESE Business School F W S
New Context • Women in business • International careers • “Never-ending” workdays
Ooohh now, of course: What are you doing Gonzalez? !! What are 4 you doing Gonzalez? !! But every time Gonzalez took work to do at home, no one came to ask me: What are you doing Gonzalez? !!
Women in the labour market (Eurostat) 1994 2005 % increase Spain 31 51 67% Ireland 40 58 45% Italy 35 45 28% Netherlands 53 66 25% Greece 37 46 24% Luxembourg 44 54 21% Belgium 45 54 21% Portugal 54 62 13% Finland 59 66 13% France 52 58 12% Germany 55 60 8% UK 61 66 8% Denmark 67 72 7% Austria 59 62 5% Sweden 68 70 3% United States 65 65 1% EU (15 countries) 49 57 16%
Causes of the work & family conflict Participants Experts Timetable incompatibility (school / work) 1º 5º Lack of company policies to help work and family balance 2º 3º Working pressures 3º 4º Family responsibilities 4º Few kindergarten 5º My own way of balancing work and family 6º Housework 7º Lack of support from my boss and colleagues 8º Time I lose because of the traffic jam 9º Lack of punctuality and/or not enough public transport 10º Variety and quantity of social roles 11º 1º 2º
Which are your priorities in life?
What criteria are important to you when making a decision regarding your professional career?
How much do you agree with the following statements? Feeling of “double workday” Bearing alone the family burden Husband/boss lack of understanding Husband as a burden
Professional Reorientation As a freelance Create my own business In another company
How much support do you receive on your dual professional and family responsibility? Emotional support Professional support Educational support Home support
Two different approaches: 1)To adapt the whole life to one’s career 2)To adapt the career to one’s life
1) To adapt the whole life to one’s career It has been a subtle—not explicitly chosen process, not a deliberate decision
What is happening? Ø Low birthrate (below 2, 1) Ø Mean age when first child is born (32 years) Ø Children’s education in the hands of others Ø Divorce (one every 3 minutes) Ø Health problems (stress, depression) Ø High expenditure on tranquilizers (more time off due to stress than to maternity leave)
BIRTH RATE The European Birth rate is very low (1, 5) too far from the Generational Replacement Level: 2, 1 children/woman and below the expectations of Europeans: 2, 3 The best: Ireland: 1, 99 France: 1, 90 Finland: 1, 80 Denmark: 1, 78 UK: 1, 74 The worst: Greece: 1, 29 Germany: 1, 3 Spain: 1, 32 Italy: 1, 34 Fuente: Eurostat. Elaboración IPF
Time´s Vicious Cycle SPILL-OVER FAMILY-TOWORK CONFLICTS WORK STRESS SPILL-OVER WORK-TOFAMILY CONFLICT 80% 20% Less quantity and quality of time PERSONAL AND FAMILY LIFE CONFLICTS AND STRESS Reduction of family support
NEW REALITY
WHAT WOMEN SAY: Go to the market , clean the sofa and wash the dishes, look for milk, hung the clothes, clean the dust from the TV, buy some soap and take out the dog for a while WHAT MEN UNDERSTAND…. Go to the market , clean the sofa and wash the dishes, look for milk, hung the clothes, clean the dust from the TV, buy some soap and take out the dog for a while
VALUES FAMILY Companionship, harmony, respect, confidence HAPPINESS/ QUALITY OF LIFE WORK/ PLACE The same values RESULTS • Benefits • Commitment • Productivity
FAMILY: is a SCHOOL of COMPETENCIES JOINT CAPITAL CONTRIBUTION MONITORING SUCCESS AND MISTAKES CUSTOMER SERVICE CONVERGENCE OF IDEAS FAMILY = SME Opening MARKETS Executing PLANS
“The real skills of leadership mirror the skills of effective parenting” “The fifth Discipline” P. Senge
Most valued management skills 1 Customer- orientation 2 Leadership 3 Integrity 4 Initiative 5 Teamwork 6 Communication 7 Business vision 8 Personal improvement 9 Decision making 10 Interfunctional orientation Fuente: Cardona, P. ; Chinchilla, N. , García, P. : “Las competencias directivas más valoradas”, IESE, WP 01/4
2) To adapt one’s career to one’s life There are initiatives—in the firms and governments—that facilitate such adaptation: family policies, flexible work arrangements, . . . However, it is still very much a personal effort, even in the case of being eligible for those arrangements.
What do we mean by “success” ? - Subjetive success + + Objetive success Éxito objetivo - Modelo Model Reference Self- realized Realizada Famous Famosa Fracasada Unsuccessful
What can we learn from people who are VERY satisfied both in their careers and their lives? 1. - They align one’s work demands, one’s spouse’s demands, and one’s family situation. 2. - They re-asses their notion of career success, focusing on the “net gains”: career, family, personal life. 3. - They purposefully set boundaries that facilitate to meet expectations in each life’s domain.
To align one’s work demands, one’s spouse’s demands, and one’s family situation means: To have a dynamic flexibility and re-assessment (not only in the company but especially at home). a) With one’s spouse: Who is doing what and when. b) With one’s company: What are the options, and how can I access them. How to redefine the job. What is feasible. Dynamic adaptation.
Companies’ destructive capacity • Pollution in nature (ecology) • Pollution in society (human ecology) Double effect: – Social (external) – Business (internal)
4 Levels of development in Companies D No FR Policies C Few policies or don’t really use them B Have policies and put them into practice A Have a FR culture
Elements of a Family Responsible Enterprise 2. Facilitadores 2. Facilitators Job flexibility Professional support Liderazgo Leadership Comunicación Communication Family services Non-salary benefits Responsabilidad Responsibility Strategy Estrategia 3. Culture: Hindrances / Promoters 4. Results 1. Policies
Anthropological Psycho. Mechasociological nistic W Emphasis W-F Focus Employee is Company is not evaluated of the time responsible for w he or she works -f balance Reasons for W-F Policies Legislation/ Marketing (eficacy) Employee is Company sees that Employee’s evaluated in function w-f balance is a real retention of the tasks completed problem that should (atractivness) and the learning be taken care of obtained (Reactive) Employee is evaluated in function of his or her unique contribution in the fulfillment of he companies’ project Company is a Real real FRE employees’ needs (unity in (Proactive) values)
10 Steps to become a FR company 1 - Senior management commitment (budget included). 2 - Work & Family coordinating committee. 3 - Company diagnosis: self-diagnosis IFREI: http: //www. iesedti. com/ifrei 2006/ifrei. htm 4 - Family employees needs information. 5 - Integral Balance Plan development. 6 - Manual for Policies application. 7 - Leadership of top managers. 8 - Family values explicitly included in the corporate mission ( as new stakeholders). 9 - Development of policies and processes. 10 - Measure the use of policies to adjust and Benchmark.
IFREI in the World European countries Spain Portugal Ireland Finland Denmark Belgium Italy Czech Republic France Philippines Mexico Guatemala Venezuela El Salvador Ecuador Colombia Singapore Nigeria Brazil Kenya New Zealand Peru Uruguay Chile Argentina
THANK YOU VERY MUCH!
www. iese. edu/icwf
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