Government Research & Statistics

The results of the research and of these surveys support contentions that work-life balance is linked to reduced absenteeism and enhanced productivity. They indicate that the challenges of recruiting and retaining top talent in an increasingly competitive labour market are driving workplace change and workforce demands for work-life balance. These factors are now motivating employers to integrate work-life balance measures in their business strategies. As stated by Courtney Pratt, CEO, Toronto Hydro, "This (facilitating work-life balance) is not corporate social work. It’s a business imperative.”

Absenteeism

The Conference Board of Canada’s Survey of Canadian Workers on Work-Life Balance (1999), found that twice as many Canadians reported moderate to high levels of stress as a result of trying to balance their work and home lives, a sharp increase compared to 1989 (46.2 percent in 1999; 26.7 percent in 1989). These stress levels are reflected in health problems and absences. Respondents who report a high degree of stress in balancing work and family life also report missing an average of 7.2 days of work while those who report very little stress in balancing work and family have missed, on average, only 3.6 days.

Statistics Canada: Work Absence Rates, 1987-1998, (Analytic Report No. 10 states that Canadian workers lost an average of 5.7 days in 1998; women averaged 6.7 days lost, while men were absent for 4.9 days. The presence of children, especially pre-school children, was a primary indicator of time lost: employees with pre-schoolers lost an average of 6.4 days, compared to 5.6 days for employees without children. The ageing workforce also contributed to increasing absenteeism. Workers between 55 and 64 are absent for an average of 6.9 days per year, while all age groups combined report an average of 5.7 days.

According to the Watson Wyatt: Staying @ Work Study (September 2000), a survey of large employers in the US, short-term absences have doubled in the last three years. It concludes that the best way to address absenteeism and reducing absence rates for all groups is to provide work-life balance measures & programs.

Recruitment & Retention

In the Executive View Study conducted by Canadian Facts and sponsored by The Globe and Mail, 1850 CEOs and business leaders were asked "What issues about your business are most likely to keep you awake at night?" Interestingly, the most common response was not profitability or competition but the demands of attracting, training and retaining staff. Seventy-one per cent of leaders anticipate problems in retaining skilled workers.

As a result of the competition for talent, the ageing workforce and the shrinking of the labour pool, companies have seen their recruitment costs rise dramatically. Estimates from human resource professionals and consultants indicate that to recruit a new staff member it costs them between two and four times the annual salary for the position.

When employees are dissatisfied with their work experience they leave. Organizations see experience and knowledge walk out the door and down the road to their competitors. Consequently, more than ever, employers are recognizing the need to offer more than just "a job". Prospective employees are looking for a company that recognises their commitments both inside and outside the workplace. As a result, work-life programs and policies are considered as tools for companies seeking to recruit and retain skilled employees.

In the PriceWaterhouseCoopers 1999 International Student Survey, 57% of students stated that work-life balance is their primary goal, and don’t believe this competes with long-term career development and personal growth goals.

In AONs Canada @ Work 2000 a growing number of respondents (29%) rank work-life balance as the first or second most important factor in taking a job. The good news is that over 69% indicate that their organization had demonstrated increased efforts over the last year to support work-life employee needs.

Productivity

In a 1999 study by Health Canada, it reported 40 percent of working Canadians say they experienced high levels of work-family conflict. This conflict is particularly acute for women, however, it is becoming more of a concern for men with 49 percent reporting some kind of work-family stress.

In a workplace (see also culture change) that focuses on hours worked, bodies in seats and "face time" (being able to see employees when they work), productivity is often confused with working long hours. This creates a barrier for employees looking for flexibility in how they work, since long working hours are not compatible with employee health, personal and workplace well-being, or work-life balance.

When building a business case for work-life balance, the main factors to consider are costs and stakeholder impact. Absenteeism, recruitment and retention issues and low productivity all impact organizations’ bottom-line. Customer/client commitment is based on a positive experience with representatives of the organization they are dealing with. Employees who report that they have achieved work-life balance are more satisfied and more willing to ‘go the extra mile’ for their employers. (Social Development Canada)