ENTERPRISE: Luxury or need? Prof. Dr. NURIA CHINCHILLA New Context - - PowerPoint PPT Presentation

BEING A FAMILY-RESPONSIBLE ENTERPRISE: Luxury or need?

• Prof. Dr. NURIA CHINCHILLA

• Women in business
• International careers
• “Never-ending” workdays
•  Work-family conflict

New Context

• Low birthrate
• Mean age when first child is born
• Children’s education in the hands of others
• Divorce
• Health problems (stress, depression)
• High expenditure on tranquilizers
• More time off due to stress than to maternity lea

What is happening?

Women in labour market

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%

(Eurostat)

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

POPULATION ELDERLY (AGED 65+)

Fuente: Eurostat.

Women and men full time Only men work Men full time/ Women part time Women and men part time "or" Women full time/ Men part time Only women work Total

EU-25 45 29 19 2 5 100 Bélgium 43 25 24 3 5 100 Germany 37 26 28 2 7 100 Greece 47 44 5 2 2 100 Spain 44 43 9 1 3 100 France 52 25 16 2 5 100 Italy 38 45 13 2 2 100 Luxembourg 40 35 21 : 4 100 Netherlands 27 21 44 4 4 100 Austria 47 22 27 1 3 100 Polonia 49 29 8 2 12 100 Portugal 67 21 7 1 4 100 Finland 63 21 7 2 7 100 UK 44 21 30 2 3 100

% couples (age 20-49)

Time´s Vicious Cycle

CONFLICTS WORK STRESS

Less quantity and quality of time

Reduction of family support

PERSONAL AND FAMILY LIFE CONFLICTS AND STRESS

20%

80%

SPILL-OVER FAMILY-TO- WORK CONFLICT SPILL-OVER WORK-TO- FAMILY CONFLICT

NEW REALITY

FAMILY: is a SCHOOL of

COMPETENCIES

CONVERGENCE OF IDEAS Executing PLANS Opening MARKETS CUSTOMER SERVICE MONITORING SUCCESS AND MISTAKES

FAMILY = SME

JOINT CAPITAL CONTRIBUTION

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

Most valued management skills

VALUES

RESULTS

FAMILY Companionship, harmony, respect, confidence WORK/ PLACE The same values

HAPPINESS/ QUALITY OF LIFE

• Benefits
• Commitment
• Productivity

COMPANY FAMILY SOCIETY

Arenas that influence and are influenced by person’s life

Companies’ destructive capacity

• Pollution in nature (ecology)
• Pollution in society (human ecology)

 Double effect:

– Social (external) – Business (internal)

Elements of a Family Responsible Enterprise

Non-salary benefits Family services Professional support Job flexibility

• 1. Policies

Estrategia Responsabilidad Comunicación Liderazgo

• 2. Facilitadores

Strategy Responsibility Communication Leadership

• 2. Facilitators
• 3. Culture: Hindrances / Promoters
• 4. Results

4 Levels of development in the FRE Model

Enriquecedora Contaminante

B C A D

Enriching Contaminating

B C A D

Discretional Systematic Enriquecedora Contaminante

B C A D

Enriching Contaminating

B C A D

Discretional Systematic

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

Spanish Companies IFREI 2006

8% 6% 48% 38%

D A C B

Paradigms of People and Organizations

Model of

• rganiza-

tion Model of person Type of motiva- tion Organiza- tional dimensions Managerial Talents Machine Stable system Extrinsic Efficacy Strategist Social

• rganism

Ultra- stable system Extrinsic Intrinsic Efficacy Attractive- ness Strategist Executive Institution with values Freely adap- tive system Extrinsic Intrinsic Trans- cendent Efficacy Attractive- ness Unity in values Strategist Executive Leader

Anthro- pological Concep- tion Psycho- sociological Mecha

• nistic

W Emphasis W-F Focus Reasons for W-F Policies

Employee is evaluated of the time he or she works Company is not responsible for w-f balance Legislation/ Marketing (eficacy) Employee is evaluated in function

• f the tasks completed

and the learning

• btained

Company sees that w-f balance is a real problem that should be taken care of (Reactive) Employee’s retention (atractivness) Employee is evaluated in function of his or her unique contribution in the fulfillment of he companies’ project Company is a real FRE (Proactive) Real employees’ needs (family/personal ) (unity values)

Anthro- pological Psycho- sociological Mecha

• nistic

Family is the place in which important competences, that all companies need, are developed (helpfulness, team work, negotiation, delegation, empathy, leadership...)

• Number of working hours/day
• Number of hours with the

family/day

• Free time =?= Time to recover
• Two types of “spill-over”
• Physical / noticed / measured
• Psycho-emotional / invisible

Self diagnosis

Objetive & Subjetive success

Fracasada Famosa Realizada Modelo

+

Éxito objetivo

• Unsuccessfull

Famous Self- realized Model Reference

+

Objetive success

• Subjetive success+

Personal Leadership

Personal mission:

• Family project
• Professional
• Social

Managers & stress

Fuente Control Estrés Individual y empresarial- Steven Poelmans ´00.

Long working hours Work-family conflict Burnout

Invisible costs for the company

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 kindergarnden 5º My own way of balancing work and family 6º 1º Housework 7º Lack of support from my boss and colleagues 8º 2º 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

Conflict management:

“Super(wo)man strategy” Segmentation Availability Hic et Nunc (Here and now)

Complementarity

“Super(wo)man strategy”

Segmentation

Availabilit¡y (24 h)

Hic et Nunc (Here and now) Complementarity

1- Senior management commitment (budget included). 2- Work & Family coordinating committee. 3- Company diagnosis: self-diagnosis IFREI: 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.

http://www.iesedti.com/ifrei2006/ifrei.htm

10 Steps to be a FR company



www.iese.edu/icwf

Thank you very much !