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We have faced a path that has provided some ideas for what concerns the internal improvement aspect in companies and in particular that referred to the continuous training of employees and collaborators.
On this path, however, we have stopped looking at the benefits that derive for the company.
On the other side of our path, we cannot ignore those practices and actions that can be easily adopted to ensure that the benefits are also reflected on employees and collaborators in their areas outside the company.
The work-life balance is a little in-depth topic and often the same companies put in place some virtuous paths but do not give them the right emphasis.
It is true that companies have implemented initiatives to meet the expectations of stakeholders, often accepting responsibilities that exceed the obligations established by current regulations. On the one hand, this translates into an attempt to improve, on the part of the company, the sustainable competitive advantage over time by ensuring the creation of value and the satisfaction of the expectations of company stakeholders.
However, this must be balanced by initiatives concerning work-life balance such as the availability of part-time time, the possibility of teleworking, the activation of a company nursery, special leave in case of maternity, the presence of services for the handling of personal administrative procedures and so on.
The improvement of both spheres feeds progress that is beneficial for the company: attention to reconciliation generates improvements in the family condition in terms of harmony of life, relationship management and reduction of worker stress. All these benefits lead to improvement in the workplace, in productivity and generate short, medium and long-term benefits for the company.
The work-life balance must be assessed contingently within the company considering both the initiatives in favor of reconciliation that already exist in the company and the effectiveness of the response offered.
Usually we proceed by conducting a review of company systems with particular reference to the human resources sector. Here we evaluate the importance attributed to conciliation and the determination of the elements that favor it. Often it turns out that the company has already implemented some useful tools in this sense but has not recognized their value.
For example, for organizational reasons, the company can adopt flexible working hours or in some cases the provision of teleworking with which it is possible to assist the commitment in the care of children in a different way from the commitment of a rigid timetable. .
The second element of analysis is that relating to the conciliation needs existing in the company staff so that a so-called “win-win” mechanism is activated for the company and collaborators.
Expect that we will go into detail in the next article.
