How to Manage Work, Work Family, y, & Personal Life!

Laura Koppes, Koppes Ph.D. Ph D Chair and Professor p of Psychology y gy UWF Department Co-Director, Center for Applied Psychology

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Quick Check:
Have you ever gone to work and had difficulty getting started because you are thi ki about thinking b t things thi at th home? ? Have you ever been grumpy at home because of something that happened at work? Do you wish there were more hours in the day so you could everything done that needs to be accompl accomplished? shed?
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Consider these facts facts

Depression costs US employers around $33 billion/year. 30% of f more of f th the US workforce kf h has some responsibility for caring for an elderly relative, relative and that number is rising rising. A recent study of 50,000 employees from a variety y of manufacturing and service organizations found that 2 out of every 5 employees are dissatisfied with the balance between their work and personal lives.
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What is Work-Life? Work Life?

Recognizes the relationships between professional and personal lives; not mutually exclusive. Emphasizes the whole person. Acknowledges that every individual wants to be appreciated for being a contributor and understood as a human being
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Juggling Home and Work

One of the greatest challenges to balancing work and home life is job demands. Job demands include time pressures and deadlines, long hours, unclear or conflicting fli ti d duties, ti h having i t too much h responsibility, ibilit or work that is too tiring or boring

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Consider this fact:

If fy you are preoccupied p p with w personal p difficulties in your life, your p performance p f m and workplace productivity will suffer.

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Balancing B l i Work W k and d Family/Personal Life

Its a Tough Job!!

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Changing Nature of the W kf ** Workforce**

Workforce has more older employees 56% are 40 or older today versus 38% in 1977 Workforce has fewer younger employees 22% under 30 years versus 37% in 1977 Workforce is more ethnically diverse21% identify as non-white non white versus 12% in 1977
**Data are from the 2002 National Study of the Changing Workforce, conducted by the Families and Work Institute: NY, NY. 11/14/2007 CAP 8

Changing Nature of the W kf Workforce

85% of employees live with someone who they consider family More married employees live in dual earner h homes66% 66% in i 1977 versus 78% today d More married men with children have employed partners49% in 1977 versus 67% today
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Changing Nature of The W kf Workforce

Almost half of employees have children under the age of 18 46% have children ch ldren <18, 8, 35% have children <13, 19% have children <6 M More employed l d parents are raising children h ld alone l 13% in 1977 compared to 19% today four employees p y have taken care of f an aging g g One in f loved one in the last year Nearly half expect to provide elder care within the next five years
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Changing Nature of the Workforce

Women with young children are the fastest growing segment of the work force Men are more involved in family and home care responsibilities p 60% of fathers under 35 are now shaping their career p plans around family y concerns; active fathering g is now a strong male life-goal (Working Mother, 2/93)

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I t of f Ch dT d Impact Changes and Trends

According to MetLife Caregiving 2006 Costs Study: 16 million full-time U.S. employees balance both careers and caregiving responsibilities ibiliti f for parents, t spouses, children and other loved ones Resulting R s lti absenteeism bs t is costs sts employers more than $7 billion per year.
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Is your life in balance?

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Consider this fact:

When work W w is effective, ff , life f benefits; f ; and when life is working, work f benefits.

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Your Goal: To Achieve W k Lif Eff ti ss Work-Life Effectiveness

Its I not about b the h university i i creating your balance. Its not about taking more paid m off. ff. time Its not about working at home to take care of children. Its about being the best employee doing your best work in the best place. Both UWF and every faculty and staff member must work together f effective for ff ti management t of f personal and family life. Balance may not be achieved every y; the key y is to effectively y day; manage multiple demands. ITS ABOUT BEING PART OF A 11/14/2007 CAP SOLUTION, NOT THE PROBLEM

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Work-Life Effectiveness: K ti s Know your options

Workplace Flexibility Health & W H Well-Being g Paid & Unpaid Time-Off Caring for Dependents Financial Support Community Involvement Culture Change g Efforts ff ( (managers) g )
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Work-Life Effectiveness at UWF St t i and dS l ti Strategies Solutions

Strategies and Solutions may appear as: Policies Programs Services B Benefits fit Facilities Consultation to employees employees, supervisors supervisors, managers Events seminars Events, seminars, brown-bag brown bag, workshops Leadership approaches
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What can YOU do to improve your work-life k lif effectiveness? ff ti ?

The keys to work-life effectiveness lies in: surrounding gy yourself f with support pp , being flexible, and l learning i to t manage stress and d time!

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TimeWhere does it all go?

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How the average American s ds time tim during d i th k spends the week
Eating & sleeping Working Commuting Recreation outside home Recreation ec eat o at home o e Family activities Home/personal maintenance Religious activities Total per week (24 hrs x 7 days)
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70 hrs. 40 hrs. 10 hrs. hrs 12 hrs. 12 hrs. s. 12 hrs. 8 hrs. 4 hrs. 168 hrs.
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Average American Family

Eating & Sleeping

6% 7%

5% 2%

Working Recreation outside home Recreation at home Family activities Commuting

42% 7% 7%

24%
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Home/personal maintenance i Religious activities

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What about you? H d your tim ? How d do you s spend time?

Complete a time log for 24 hours. What does the log tell you about yourself and your act v t es? activities? What did you enjoy? What did you not enjoy? D d you waste time? Did Could you have used your time more effectively? How do you compare to the average average American? American? Were you able to spend time doing something you enjoyed? Why or why not?
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Know What You Want for Y Yourself s lf

How I use My Time Now How I Want to Use My Time

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Top 1-2-3 S di Y Spending Your Ti Time

Spend a few minutes things about the p 3 things that are most Top important in your life. Write them m downand think about why these things are important to y you. Post this list in a place where you can see it. it
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P tti First Fi st Things Thi s First Fi st Putting

I would like to spend more time doing: Iw would u like to spend p less time m doing: g Steps I can take to make these happen:

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Being Flexible: Are Flexible Work ) for f you? Arrangements (FW (FWA)
Understand the options available at UWF and their impact salary, benefits, vacation, career advancement, d t etc. t Skills Assessment. Do you have the skills and personal characteristics to work effectively in a flexible arrangement? Carefully assess your own situation. situation Make a proposal.
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Flexible Work Arrangements

This Thi is i the th provision i i of f a variety i t of f flexible fl ibl work options that enable greater customization over when, where, and how work gets done. Full Full-time time options options: flextime, telecommuting or telework (working remotely), and compressed workweek. Less-than-full-time options: job sharing, phased return from leave (maternity or other) and regular part other), part-time time work. work
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Flexible Work Arrangements: P s lt is Proposal to your S Supervisor

Have an open discussion. Decide how you will demonstrate that work is being done. done Work towards a mutually acceptable plan. Develop a pilot or trial period; evaluate at end of this timeframe. Discuss D scuss how you w will ll continue cont nue to communicate. Explain plans to other employees.
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General Employee Checklist for FWA P s l: Proposal:

Effect on Department/Company Coverage/Staffing/Workflow Job responsibilities Communication Contingencies g Compensation, benefits Timeframe Supervision Monitoring and Evaluation

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Dependent Care
Work-life Work life programs begin in most organizations in response to the growing need of dual dual-income income parents for child care resource and referral services. This service has greatly expanded over the past decade to include elder care support; long term care insurance and emergency backup dependent care services for both children and elderly relatives.
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Health & Wellness

Stress reduction is the central p premise of work-life effectiveness. Building resilience is a critical factor. F Focusing i on this hi category of f work-life k lif support holds the most promise of contributing to the reduction of escalating health care costs. Options: p Employee p y assistance programs p g (EAPs), fitness center affiliations, workplace convenience services, on-site stress reduction seminars, seminars and proactive wellness strategies.
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Financial Support
Providing g financially y for oneself and loved ones from now through retirement is basic to work-life effectiveness. Benefits and compensation professionals provide critical strategies p g and programs p g to ensure worklife effectiveness. 401K Personal Financial Planning Service Tuition Reimbursement Flexible Spending Account Voluntary Benefits Accident insurance
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Use se of Paid a d & Unpaid npa d Time me Off

Time to spend with loved ones and in ones one s community is the most fundamental element of work-life support. Options: Personal days/vacation Paid P id holidays h lid Paid family leave for new parents (fathers as well as mothers) Family Medical Leave Others?
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Community Involvement
This is one domain d i in i which hi h employers l s and d employees l s interests are in close alignment because both the workforce and customers come from the community in which hi h th the organization i ti operates. t External community outreach & internal focus on building g a strong g internal sense of community. y Formal ethics programs, shared (or catastrophic) leave banks, and disaster relief funds are some creative ways of taking care of each other.

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Managing Change
Creating genuine support for work-life effectiveness at all organizational levels usually require strong leadership in the areas of culture change management, new types yp of management g training g to create an optimally collegial, flexible work environment and work redesign. Th There is a growing i li link k between b t workk life effectiveness, diversity initiatives, womens m advancement, m , mentoring, m g, and networking.
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Additional strategies to improve k lif effectiveness ff ti work-life

Negotiate change with your supervisor. Slow down. down Learn to better manage g your y time. Avoid procrastination. Share the load. P t first Put fi t things thi fi first. t Let things go (Dont sweat the small stuff). Explore your options. options Get help. Know the UWF resources available to you. Take charge. charge Set priorities. Simplify. p y
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Reclaiming Your Life

T k Positive Take P iti St Steps t to Maintain M i t i a Healthy Balance and Manage Work-Life Effectiveness

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Thank you!

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