Definition
Work‐life Integration is an outcome of people exercising control and choice in their life to meet life’s challenges. This can be in terms of managing work responsibilities alongside their personal and family needs. The areas of a person’s life which require integration will change based on the individual’s life stages – it is constantly evolving. For example, a person in his or her 20s may be balancing career development and social activities. When the person gets married and starts a family in his or her 30s, family and job responsibilities become competing challenges.
Why is it important?
Work and life stressors will continue to increase, as heightened expectations and choices around us compel us to seek for what is a “good life”. As this requires continuous self clarification of one’s core values and life goals, work‐life balancing becomes a necessary skill‐set that enables us to live and work efficiently and effectively. If an organisation takes cognizance of this work‐life imperative and designs a conducive work environment for achieving a work‐life integration outcome, it is likely to motivate its employees to work more efficiently and productively.
What are the roles of stakeholders?
To implement a successful Work‐life Strategy, the organisation, supervisors and employees all need to play their parts. Work‐life programmes succeed in organisations where there is a workplace culture based on reciprocity and trust, with the responsibility for work‐life integration shared among the organisation, supervisors and employees.
The organisation:
- develops and communicates a Work‐life Strategy suitable for its business and its employees;
- makes its work‐life programmes available to as many of its employees as possible, subject to business needs;
- has a sound performance management system that allows it to evaluate all its employees
(including those on flexible work arrangements) objectively; and
- trains its supervisors to support Work‐life Strategy.
Supervisors:
- support the organisation’s Work‐life Strategy;
- help tailor an employee’s flexible work arrangements in consultation with the employee and other relevant departs in the organisation, e.g. HR; and
- evaluate employee performance by outcomes and deliverables rather than hours clocked and physical presence in the office.
Employees:
- familiarise themselves with the organisation’s work‐life programmes and makes use of them appropriately;
- work with their immediate supervisors to design flexible work arrangements and other work‐life programmes that do not compromise business outcomes; and
- engage themselves in their work and add value to the organisation throughout their period of employment.
Four steps to a successful Work‐life Strategy
This model comprises four essential steps that an organisation should take to implement an effective and sustainable Work‐life Strategy. These four steps should be viewed as a continuous cycle of activities. To be successful, work‐life integration needs to remain relevant to the changing needs of the business and employees, which may change over time.
*click to expand links below