Stress Issues: Work and Life Balance
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Transcript of Stress Issues: Work and Life Balance
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Stress Issues:Work and Life Balance
Presentation to:
McGill UniversityManagement Forum Steering Committee Meeting
November 12, 2002
Kimberley Bachmann The Conference Board of Canada
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Presentation Outline
The context
Key findings from the research
Challenges for organizations
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Tightening Labour Markets Scarce skills/Impending
retirements
Recruitment challenges
Need to retain talent
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Retirement Trends
Overall, since 1987, the median age of retirement has fallen from 65 to 60.
Early retirement (before age 60) as a percentage of all retirees:
– 1987 to 1990: 29%
– 1997 to 2000: 43%
Source: Statistics Canada.
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What’s Driving People to Retire?
Frustration with the work environment
Excessive workload
Desire for a better work-life balance
Source: Association of Public Service Executives Survey, 2001.
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Trends at McGill Over the past few years, there has been a
steady reduction in administrative positions due to downsizing, budget cuts and early retirements.
It is expected that between 35% and 50% of managers will be retiring over the next decade.
Source: McGill University
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Increases in Enrolment
Overall, full-time enrolment is expected to increase 20% to 30% by 2011.
This growth could translate into as many as 200,000 more university students over the next decade.
Source: AUCC, Trends in Higher Education 2002..
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The Results?
Increased workloads
Lack of back-up staff to relieve the pressures
Increases in stress levels, burnout and low morale
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64%
53%
43% 42%
70%68%
49%54%
74%
63%
0%
10%
20%
30%
40%
50%
60%
70%
80%
stress morale recruitment retention absenteeism
1999 1989
Organizational Challenges(percentage reporting minor/major problems)
Source: The Conference Board of Canada.
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Organizational Response: The Good News
Results of the 1999 survey of employers suggest considerable movement over the past 10 years in areas such as:– childcare– eldercare– EAPs, stress management, wellness– flex time and flex space
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Organizational Response:The Not so Good News
Very few are focusing on:– culture change– the manager’s role– understanding how the work environment itself can
contribute to the health and well-being of workers
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Understanding Health at WorkPsychosocial work
environment
Physical work environment
Individual health practices
Healthy work
environment
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Basic Mental Health Needsin the Workplace
Respect & appreciation
Being heard and listened to
Sense of self-worth
Sense of belonging to a meaningful and supportive work group
Learning and challenge
Role clarity
Source: Adapted from M. Shain, Best Advice on Stress Risk Management in the Workplace
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Work Factors That Threaten Well-Being
Work overload and time pressures
Lack of influence over day-to-day work
Lack of training
Poor communication
Too little or too much responsibility
Ambiguity
Lack of status rewards
Discrimination/harassment
Role overload
Source: Adapted from M. Shain, Best Advice on Stress Risk Management in the Workplace
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Understanding Health at WorkThe Demand/Control Model
High JobPressure
Low Job Control+ + Home
Stress - SocialSupport
Excessive StrainExcessive StrainIncreased Risk to Mental and Physical Health
Illnesses,Injuries,
Infections
Anxiety,Depression,
Hostility
Substanceabuse
=
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The Work-Life Challenge
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Stress in Balancing Work-Life1989 and 1999
17%
9%
29%
18%21%
25%22%
28%
11%
21%
0%
10%
20%
30%
40%
1989 1999
A lot Moderate A little Very little Not at all
Source: The Conference Board of Canada.
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Difficulty Balancing Work-Life1989 and 1999
3%7%
17%21%
46%
39%
34% 33%
0%
10%
20%
30%
40%
50%
1989 1999
Very difficult Difficult Somewhat difficult Not at all
Source: The Conference Board of Canada.
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Top Reasons for Change in Work-Life Balance
1. Children are older
2. Changed jobs
3. Become better organized/ more efficient
4. Grown older/matured
1. Had children in the past five years
2. Taken on more responsibility at work
3. Busier/increased demands/more pressure
4. Change in hours of work
Improved Worsened
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Eldercare 23 percent provide some form of support/care to
an elderly family member
Most help out only occasionally - dropping in, assisting in a crisis, providing financial advice
Others - almost 25 percent - provide more intense “personal care”
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And, Then There is the Sandwich Generation…….
15 percent of caregivers also have children at home
They are particularly susceptible to experiencing difficulty balancing and stress
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Stress and Difficulty in Balancing by Form of Dependant Care
23%
34%
42%
50%58%
18%
40%
31%
0%
10%
20%
30%
40%
50%
60%
70%
Neither Eldercare only Childcare only Sandwich
Very difficult/Difficult A lot/Moderate stress
Source: The Conference Board of Canada.
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Impact of Work-Life on Work Tasks(percentage of respondents reporting major/minor problems)
37%5%
7%
12%
13%
39%
53%
50%
32%6%
0% 20% 40% 60%
ability to concentrate
taking training/coursesafter hrs
attending meetingsoutside work hrs
taking on extraprojects/responsibilities
working overtime/longhrs
A lot of stress Very little stress
Source: The Conference Board of Canada.
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Impact of Work/Life Conflict on Organization
16%13%
24%
32%
0%
10%
20%
30%
40%
Left past employer Considered leavingcurrent employer
Promotion - turneddown/didn't apply
Transfer - turneddown/didn't apply
Source: The Conference Board of Canada.
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Understanding Health at WorkThe Demand/Control Model
High JobPressure
Low Job Control+ + Home
Stress - SocialSupport
Excessive StrainExcessive StrainIncreased Risk to Mental and Physical Health
Illnesses,Injuries,
Infections
Anxiety,Depression,
Hostility
Substanceabuse
=
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50%
26%31%32%
0%
10%
20%
30%
40%
50%
60%
Informationsharing
Flexible jobdesign
Suggestionprograms
Problem solvingteams
Giving Employees More Control
Source: Statistics Canada, WES: Compendium, 2001.
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Dealing With Demands: Workload Issues
70 per cent of respondents ask about workload issues in their employee opinion survey
Only 38 per cent have undertaken an exploration of workload issues and how to solve them
Source: The Conference Board of Canada, 1999.
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Workload: Dealing With Document Burden
“I always used to go into the office early, but now I have to, simply to stay abreast of the overwhelming flood of documents. The first two hours every day are now spent clearing off yesterday’s backlog.”
Source: P. Richardson, Coping with Crisis in the Office
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Document Burden - A Growing Concern
A study of executives and managers found that on average, over 50% of their time was spent dealing with documents.
Forty per cent of this time was perceived to be of little or no value.
Source: P. Richardson, Coping with Crisis in the Office
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Reducing Stressors - One Organization’s Efforts
Demand
– Priority setting process
– Change work processes
– Identify and eliminate redundancy
Control
– Input into: work processes structure changes
– Individual development plan
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Understanding Health at WorkThe Demand/Control Model
High JobPressure
Low Job Control+ + Home
Stress - SocialSupport
Excessive StrainExcessive StrainIncreased Risk to Mental and Physical Health
Illnesses,Injuries,
Infections
Anxiety,Depression,
Hostility
Substanceabuse
=
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Social Support:Managers Are Important!
“Make” or “break” the work experience of staff
Help or hinder staff deal with work-life and workload issues
Translate the organizational culture and are the gatekeepers to company programs/initiatives
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In my organization, you are expected to leave problems at the door
37%
50%
17%
0%
19%
6%
39%
33%
0%
10%
20%
30%
40%
50%
Strongly Agree Agree Disagree Strongly Disagree
Sensitive Manager Non-sensitive Managers
Source: The Conference Board of Canada, 1999.
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Leadership matters!
“People leave their managers, not their organizations.”
41% leave because of dissatisfaction with management practices (70% under 29)
22% leave because of lack of direction in the organization
Source: William M. Mercer Ltd.
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Building Leadership Capacity
It takes more than training & development.
Managers need to be recognized and rewarded for their contributions to the organization.
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Health at Work:Effort/Reward Model
High Effort Low Reward Increased StrainIncreased Strain
Increased Risk of:
Physical Health Problems
Mental Health Problems
+ =
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Effort and Reward
Effort
– time pressures
– responsibility
– interruptions
– physical demands
– span of control
Reward
– salary
– respect
– status
– promotion prospects
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Recognizing Managers
“Our organization is great at recognizing employees - we have a formal recognition program
and managers are encouraged to practice small acts of recognition and thanks on a daily basis. But when it comes to us, executives get busy and forget
that we too like to feel that we are valued.”
Source: The Conference Board of Canada study of middle managers, in press.
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Recognizing and Rewarding Managers
It’s about more than money Characteristics of good recognition
programs:
– personal
– sincere
– applicable to the manager’s own situation
Source: The Conference Board of Canada study of middle managers, in press.
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Bringing it all together
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The Underlying Framework
Fairness PurposeTrust
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Trust
“The major assistance would be an understanding attitude towards employees rather than the current approach, which denies the existence of family and promotes the attitude that any family obligation during work hours is an indicator of not being a good employee.”
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41%
32%
5%
22%
0%
20%
40%
60%
Strongly Agree Agree Disagree Strongly Disagree
In my organization, you are expected to leave your personal problems at the
door
Source: The Conference Board of Canada, 1999.
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Fairness
2 Components:
Distributive - who get what, and when
Procedural - the process through which decisions are made
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Sense of Purpose
Understanding of the vision, mission and values
Understanding of how an individual contributes to the achievement of the vision, mission and values
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Lessons Learned Work-life and stress issues are related to how
work is managed and how decisions are made within an organization
Programs must be teamed with efforts to change the culture of the organization
Managers play a pivotal role - accountability and infrastructure support are essential
Real benefits accrue to organizations who make a commitment and respond
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