For an increasing number of individuals, working for an organization that respects their need for a better work–life fit is what matters most. Measuring the impact of work–life programs can only help solidify these programs as a necessary component of an organization’s overall strategy.
Document Highlights
To determine the effectiveness of their work–life programs, organizations must develop an evaluation plan, preferably early in the process. If work–life programs are not tied to specific business imperatives such as recruitment, retention or productivity, they run the risk of being seriously jeopardized or even eliminated. This survey is part of a two-phase project that looks at Canadian private and public sector organizations to discover the extent of their efforts in support of work–life balance. A total of 220 organizations—which employs over 1.1 million workers—responded to the survey.
This study examines various processes that measure work–life effectiveness, such as:
- the “plan, do, check, act” (PDCA) process which encourages organizations to think not only about the implementation of a program or process but also about the measurement of results and continuous improvement/adjustment over time;
- data-collection methods—pros and cons;
- accounting measures; and
- industry benchmarks.
There are no reviews yet.