Work Flexibility and Work Life Balance Issues Continue to Challenge Employers

EL SEGUNDO, Calif., Oct. 3 /PRNewswire/ -- In the past, companies large and small have responded to employee demands for increased work flexibility with reduced schedules, telecommuting, job sharing, and other programs. Today, work-life balance is still cited as a major workplace concern.

"With a mounting labor shortage and increasing pressure to retain key employees, employers still struggle to make 'flexibility' work," said Kelly Watson, President and Founder of Career Partners, a human capital company focused on matching and placing executive job share teams. "The question is why?"

Statistics show the percentage of full-time wage and salary workers on flexible schedules actually declined to 27.5 percent in 2005 from 28.6 percent in 2001, according to the Labor Department. Even among small and medium employers, the opportunity to job-share has shrunk as of late.

"Many well-intentioned flexible work-life balance programs offer employee flexibility only at the expense of company productivity," added Ms. Watson. "There is also a perception that work flexibility is not for people serious about their careers or their employers." Many of a company's best, most talented employees avoid using flexibility programs lest they be sidelined by their peers. Without the support of company leaders, such programs are doomed to failure.

However, companies that don't support work-life balance concerns by offering work flexibility programs, could pay the price in a looming talent war. According to the Department of Labor, by 2010 there will be 10 million more jobs than people -- the worst labor shortage in modern history. Wage inflation and the high cost of turnover, estimated by Spherion to be 1.5 times an employee's salary, should offer companies ample motivation to be flexible with their staff.

  So, how can employers make work flexibility programs more successful?

  *  First, work flexibility programs should be structured so that even the
     most senior executive can participate.  This will ensure the programs
     get the support they need at all levels.  For example, allowing
     executives to job share tells employees that performance matters more
     than counting an individual's work hours.

  *  Second, work flexibility should not mean reduced productivity.
     In fact, the program should be designed to improve output while
     lowering turnover.  For example, job sharing has the potential to
     improve results by leveraging the creative power of two brains, with
     complementary skills and experience, in a single role.

  *  Third, bring in an expert.  For example, don't simply put job share
     candidates together based on necessity.  Instead, hire a professional
     job sharing specialist to find the best possible candidates, match them
     together based upon personality and complementary skills, and provide
     the ongoing coaching and support to make it work in the organization.

With the appropriate resources and tools, employers can offer new and improved work flexibility options to an increasingly fickle workforce. It can be the factor that fuels a company's competitive advantage.

Kelly Watson is the President and Founder of Career Partners. The company targets high performing executives who love to overachieve at work and still have a life. Executive job-sharing has removed the one remaining barrier keeping women out of the executive suite: Time. Using proprietary technology, Career Partners matches job share candidates together based upon shared values, personality styles, and complementary skills. They place candidates with organizations and provide the ongoing coaching and support required to make it all work. For more information, visit http://www.thecareerpartners.com/