Work Life Association Inc

Bright Ideas

Before embarking on a new initiative it makes sense to consider how other organisations are tackling work/life issues. Have a look at these bright ideas contributed by Victorian employers.

Some other examples of how Australian employers are effectively managing work/life issues can be found at:

Business Victoria Better Work and Family Grants Program Case Studies
https://www.business.vic.gov.au

EOWA Employer of Choice for Women
http://www.eeo.gov.au

National Work and Family Awards 2007 Winning Workplaces
http://www.workplace.gov.au

If you are a Victorian employer with a bright idea of your own that you would like to share on this website, please contact the Work/life Association 

Mid-Life Coaching

Where – Victorian Building Commission

Why - The Building Commission believes it is important for staff to achieve a balance between work, family and personal responsibilities and it provides a range of flexible work practices and wellbeing initiatives to meet the needs of its broad demographic profile. These initiatives are provided with the expectation that by better balancing work and life commitments, employees are more focused and productive at work which creates a benefit for both the individual and the Commission.

How - Although the Commission offers a comprehensive range of flexible work practices and wellbeing initiatives the large group of staff in the mid-life stage were identified as not being specifically provided for. After speaking with a representative group of staff about it was decided to provide a program of group coaching for people in the mid-life demographic. A program of topic options was promoted and individuals nominated topics of interest which determined the final program including Parenting After Separation, Caught in the Middle (rearing children and supporting elderly parents), Already successful, what next and The Big Picture – self efficacy, optimism and hope. Group coaching sessions during work hours were facilitated by an external consultant. The key to success is making it voluntary and offering topics relevant to the day to day lives of people in this life stage.

Outcome - Employees reported that as a result of the program they were able to implement strategies into their lives that impacted positively both professionally and personally.

The Flexible Work For Work – Life Balance Kit

Where – Victorian Department of Education and Early Childhood Development (DEECD)

Why - With rapidly changing workforce demographics, including an ageing workforce and a requirement to both attract new entrants and retain existing skills DEECD has leveraged work-life balance and flexible work to position itself as an employer of choice. The Flexible Work for Work – Life Balance Kit is built on the twin themes of meeting employee's need for work, family and personal life balance whilst meeting employer workplace performance requirements. The Kit incorporates Flexible Work Guidelines, Flexible Work Managers Guide and a Flexible Work Staff Kit.

How - The Kit aims to assist employees, managers and principals to think strategically about work-life options within the context of their business. It enables employees to highlight the issues important to them and think about the opportunities and barriers to the specific flexible work arrangement from their own and the workplace/team perspective. The Kit was designed to ensure all of DEECD’s 53,000 employees had access to the same information.

Outcome - Many DEECD employees at all levels and across all work locations including schools and regional centres have taken flexible work options for short or long term periods depending on the individual’s needs and demands of the workplace. The Kit has been a success and it will continue to develop with the changing workforce and legislation.

For more information on the Flexible Work Options and the Kit, please go to the following link:
http://www.eduweb.vic.gov.au

Support for community involvement as a regional employer

Where - PSE Communication & Electrical provide service and innovation in the area of electrical and communication installation & maintenance specializing in areas such as Audio/Visual, PABX programming and Fiber Optics. PSE employs 12 full time staff and are situated in Rutherglen, North East Victoria.

Why - PSE Communication & Electrical understand that community involvement enhances the health and wellbeing of individuals and their communities. Therefore PSE encourage all employees to be open with management and share their involvement in community activities whether they are SES or Fire Brigade Volunteers or sports enthusiasts who commit to weekly events and training sessions. PSE respond with positive strategies to assist all employees meet their commitments and follow their dreams which provide a holistic and balanced life. PSE operate on the understanding that what is good for our community is ultimately good for our business.

How - A range of initiatives are in place to provide support to our employees as they pursue their various community activities including

• Flexibility in start and stop hours to accommodate things such as football training and community meetings.
• Flexibility in RDO rostering has given employees the opportunity to attend training or social days which are linked to their activities.
• Ability to break annual leave into small increments has allowed volunteers be part of emergency teams who travel interstate.
• Short notice leave for volunteers in emergency units.
• Ability to promote events through work place media.
• Time off and financial support to attend specific community functions.
• Recognition of employees who achieve in their chosen areas at staff meeting

Outcome - Staff at PSE are confident that their request will be given genuine consideration; where negotiation is always possible with management who have established an open door policy and an understanding that staff who are connected to community and fulfill ambitions external to work arrive at work motivated and cheerful.

Lads and Dads

Where – Monash University

Why - This program was introduced as a pilot in 2007 as part of Monash University's commitment to assisting staff to better manage their work life collisions. Focus groups with male staff were conducted across the Victorian campuses to hear their voices. Men told us that they wanted to participate more equally in raising their children or sharing other care responsibilities and wanted greater opportunities to fulfil these roles.

The program was launched by Merv Hughes, an Ambassador for Andrology Australia.

How - The program was championed by Professor Brett Inder, the Chair of the Inclusive Practices Workplace Equity Committee, himself a proud father of three teenage daughters, who had worked part-time for many years while they were young.

There were a series of workshops specifically aimed at highlighting work life issues for men and the development of skills in managing their personal commitments. There was also a program aimed specifically at Separated Dads, and an in-house stress management program (THRIVE) was offered for men-only.

Outcome - The program generated many robust conversations at every level of the University about work life. A tangible outcome was that the number of men utilising the formal workplace flexibility options increased in 2007 and the program will continue in 2008.

A new flexible attitude to recruiting

Where – HTS Accountants provide accounting, tax and related financial services to individuals and businesses and employ 5 part time staff in our main Highett office.

Why – We found it difficult to find suitably qualified and reliable staff. This was due to:

• A shortage of suitably qualified applicants.
• Pay, work and promotional expectations of applicants often exceeded our capacity as a small suburban accounting practice compared to a large CBD employer.
• The trend of employees to not stay with an employer for a long period of time. This meant the return on our investment in training and development did not pay off.

How – We tried to find a way to employ and retain suitably motivated staff that would meet our business needs. We decided to try a new approach to attract and retain staff including:

• Advertise positions as part time flexible hours allowing us to attract applicants previously overlooked.
• Offer appropriate and ongoing training to suitable candidates who are keen to perform the work but lack the relevant technical skills.
• First look at existing staff with a view to promotion when new staff are needed; such as promoting an existing administration person to trainee book keeper.
• Create a better working environment by organizing lunches, birthday cakes, Christmas parties etc to reward staff and increase morale and team building.
• Be as accommodating as possible to meet the needs of staff. For instance someone wanted to resign due to finding it hard to work three days a week and juggle her family and study commitments. We offered her to try just 2 days as see how she copes, and she agreed.

Outcome - Staff at HTS Accountants are happy, motivated and appreciative of the training and support provided and recognition of their work/life balance needs. Our working environment and position descriptions were positively received by a group of mothers looking to re-enter the workforce part time on flexible hours and in need of training to refresh their skills or tool them up for a new vocation. Our change of approach to recruiting has been a win-win situation. HTS has been able to recruit the reliable staff it needs and our employees are happy with their flexible work arrangements.

A Family Room

Where - The Australian Bureau of Meteorology’s Head Office, Docklands

Why -The Family Room provides a temporary workplace in which Bureau employees are able to carry out as much of their normal work as possible while still caring for their dependant(s) and family members in emergency situations.

How - The Family Room was incorporated in to the plans for the Bureau’s move from Celsius House in Lonsdale Street, where it had been located for approximately 40 years, into a new building in Docklands. The room was purpose built to enable flexibility of use.

The room is a private space and it is fitted out and equipped with the following:

• Work station with power, data and telephone points
• Television with VCR and DVD
• Boiling water unit, hot and cold water, sinks and a refrigerator
• Double couch, two lounge chairs and coffee table
• Fold out baby change table.

The room is available for use by employees in the following circumstances:

• As an alternative to taking leave at short notice in emergency situations in order to take care of a child, dependent person or family member who is recovering from a non-contagious illness, or for whom care is temporarily unavailable, or where family members have appointments the require the employee’s attendance
• As a facility for nursing mothers, and
• For short-term prayer purposes where no other suitable facility is available close by to their work station.

The Family Room is not intended to replace childcare or other community based services or family support.

Outcome – The outcome of providing a family room has been to provide staff in exceptional circumstances with another option when faced with the need to integrate work and family needs.