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Cha Challenge: A llenge: Achie hieva vable or ble or Inconceiva - - PowerPoint PPT Presentation

Nov 07, 2022 404 likes •1.2k views

Independence Ballroom Advancing the HR Leader Solving the Wor Solving the W ork-Lif Life Balance e Balance Cha Challenge: A llenge: Achie hieva vable or ble or Inconceiva Inconceivable? ble? Sponsored By: 1:45pm 2:45pm Today is

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Advancing the HR Leader

Solving the W Solving the Wor

  • rk-Lif

Life Balance e Balance Cha Challenge: A llenge: Achie hieva vable or ble or Inconceiva Inconceivable? ble?

1:45pm – 2:45pm

Independence Ballroom

Sponsored By:

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Today is World Down Syndrome Day! Raise awareness and create a single global voice advocating for the rights, inclusion and well-being of people with Down syndrome.

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WORK/LIFE BALANCE? UNFORTUNATELY, THERE IS NO MAGIC FORMULA.

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X X X

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Qu Question ion 1 Stanford professors found that more than 120,000 deaths per year and about $190 billion in excess health costs a year may be attributable to: a) Workplace stressors including long working hours and resulting work/family conflicts b)Watching an overabundance of The Real Housewives of Beverly Hills c) Drinking that cheap office coffee in that nasty burnt Bunn pot d)Stealing other people’s lunch out of the communal fridge

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Out of 193 countries in the United Nations, only a small handful do not have a national paid parental leave law (leading to stress, guilt, and anxiety among new parents). Among these countries is: a) Germany b)Wakanda c) The U.S. d)Nepal Question ion 2

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A new study found that regularly working more than ______ hours per week more than doubles the risk

  • f atrial fibrillation, a potentially fatal heart

condition. a) 45 b)50 c) 55 d)60 Question ion 3

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According to a study by the Philadelphia-based global management consulting firm Hay Group, more than one in _____ employees at organizations not perceived to support work/life balance plan to leave their employers within the next two years. a) 2 b)3 c) 4 d)5 Question ion 4

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According to a recent survey, 42% of those in the HR profession rated their jobs as having awful work-

life balance. Only 13% felt they have great work-life

balance.

This places HR in second to last place, with only “Consulting” doing worse:

  • 1. Software development
  • 2. Engineering
  • 3. Marketing
  • 4. Sales and business development
  • 5. Program and project management
  • 6. Executive management
  • 7. Financial
  • 8. Human resources
  • 9. Consulting
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Substance abuse

Depression

Backaches

Zap concentration Heart disease

Irritability

Colds

Damage relationships

Fatigue Fatigue Headaches Decrease libido

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It’s time for a fresh look at work/life balance.

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Do we still think it’s a balance between work and life?

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“Balance” suggests a dynamic in which independent elements are in perfectly calibrated equilibrium.

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Forget work/lif Forget work/life e balanc balance. e.

Think work Think work/life /life “harmony.”

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Harmony suggests an integration of elements that is fluid and dynamic rather than a balance that is delicate and precarious.

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Wh What at Or Orga ganizati nizations

  • ns

Ca Can n Do Do

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“When done right, flexibility results in a happier, healthier, and more productive workforce. And it helps attract the best employees, and makes them want to stick around.”

  • Anne Donovan,

U.S. People Experience Leader at PwC “What PwC Learned from Its Policy of Flexible Work for Everyone”

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“Everyday flexibility” at PWC:

  • 1. Mentality and a way of life that should be individualized

for each person

  • 2. Allow for variance, creativity and agility (‘cause life

doesn’t play by the rules)

  • 3. No “one-size-fits-all approach”: “We let our teams figure
  • ut what works best for them, as long as they deliver

excellent work, on time. The rest is all fair game.”

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“Everyday flexibility” at PWC:

  • 4. One person’s reasons for needing flexibility are not any

more or less important than any another person’s.

  • 5. If you trust an individual enough that you hired her, you

also should trust her to get the work done when and where she prefers (as long as she meets agreed-upon deadlines).

  • 6. A strong culture starts from the very top.
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Think your executive team will balk at the idea of increased flexibility? Do your senior leaders perceive work/life initiatives as “soft”? Make the business case for encouraging flexibility at

  • work. How can it positively

impact the business?

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What elevates engagement and performance at work?

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Making progress just plain ol’ feels good!

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Engagement requires work to have meaning.

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“Managers should make sure that employees know just how their work is contributing.”

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Community engagement opportunities Mandatory paid time off (“use it or lose it”) Include families (Great Takeoff Day)

Onsite childcare

Designated quiet spaces

No timed lunch breaks

No set hours

½ day in office, ½ day elsewhere

Gym Gym disc discoun

  • unts

ts

Restricted working hours

Uninterrupted work time

Encourage bre reaks

Promote training and development

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Wh What at You u Ca Can n Do Do

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Switch-tasking:

  • Attempting to do multiple attention-requiring tasks simultaneously.
  • Each switch in attention incurs a cost: loss of time, decrease in

performance, and increase in stress levels.

  • When people say they are “multi-tasking,” they are probably

switch-tasking.

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Become aware when you are switch-tasking and try to focus.

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Prolonge Prolonged d attention t attention to a

  • a

single single task task actuall actually y hinde hinders rs performance so…

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30% higher level of focus 50% greater capacity to think creatively 46% higher level of health & well-being 100% increase in retention

When employees are encouraged to take brief breaks throughout the day:

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“Companies that chose to go, go, go to try to gain an edge ended up with lower sales and operating profits than those that paused at key moments to make sure they were on the right track. What’s more, the firms that ‘slowed down to speed up’ improved their top and bottom lines, averaging 40% higher sales and 52% higher operating profits over a three-year period.”

  • From the Harvard Business Review article “Need Speed? Slow Down”
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According to research, how often should you take a break? Every 50-90 minutes. How long should your breaks be? 15 to 20 minutes is the ideal length, but you should take longer at lunch.

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“Downtime replenishes the brain’s stores of attention and motivation, encourages productivity and creativity, and is essential to achieve our highest levels of performance in everyday life…”

  • Science writer Ferris Jabr
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Take breaks throughout the day:

Walk or exercise Change your environment Take :30 for slow, deep breaths Doodle Switch work modes

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Listening to music:

Boosts consciousness, attention, and focus Blocks out distracting sounds Releases “happiness hormones” Enhances memory Increases speed of work

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Leave your biz card to receive the Progress Playbook and full slide deck!

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www.rightchordleadership.com michaelybrenner m_brenner4 michael@rightchordleadership.com 610.724.3621