Workplace reconciliation policy - the blueprint for successful organisational development

berufundfamilie

Remote work and customisable working time models - two of the offerings that are both attributed to New Work and represent measures to improve the compatibility of work, family and private life. In fact, New Work and a family and life-phase-conscious HR policy have a lot in common. Both overlap in terms of measures that lead to increased flexibility in working hours, work organisation and place of work. And they are siblings in spirit, because: Both pursue similar goals as epitomes of the modern and sustainable world of work. From the employees' point of view, these include, for example, greater personal freedom for employees - accompanied by a better work-life balance, more autonomous work and an increase in purpose. Employers use New Work and their commitment to work-life balance to develop as an organisation, increase their employer attractiveness and fulfil their social responsibility, among other things.

But are measures such as those mentioned above enough to achieve these goals? Clearly more is needed, namely a corresponding culture that is actually put into practice. And this is where New Work can learn a lot from a corporate work-life balance policy - both in terms of strategic design and how to avoid succumbing to the lurking dangers.

The be-all and end-all is a systematic structure. Family and life-phase-conscious personnel policy means, on the one hand, structure and, on the other, an ongoing process that corresponds to the degree of development of the respective employer. The berufundfamilie audit shows how both can be guaranteed. In the audit, the procedure includes a survey of the status quo, a needs analysis based on this and the determination of the company's specific development potential - and this at regular intervals, namely every three years. In addition, there is the definition of strategic objectives and, building on this, the development of specific goals and measures. This is where eight fields of action come into play: What needs-based solutions are needed for working hours, work organisation and place of work, i.e. at a strategic level for working conditions? What measures need to be taken to anchor work-life balance issues and shape a corresponding culture within the company? In other words, what needs to be done in the areas of management, information and communication as well as personnel development to ensure that work-life balance becomes a way of life? The berufundfamilie audit also looks at accompanying measures that can be assigned to the areas of additional financial benefits and services - such as emergency childcare or holiday childcare.

Sounds easier said than done - and it is. Systematically addressing work-life balance issues is always also an examination of social and technological developments and, not least, of individuals and our responsibility towards them. All of this must also be in line with the company's objectives. As with New Work issues, the extent to which digitalisation can support the desire for a better work-life balance needs to be clarified. At the same time, possible negative effects must be avoided. The opportunities of more self-determined working through working from home and flexible working hours must not be overshadowed by the risk of work-life blending.

Staying agile and cultivating a culture of error - that's what a family and life-phase-conscious HR policy does. Although it is important to set goals for the strategic anchoring and implementation of measures (for the next three years after an audit), framework conditions can change. For example, there is a restructuring in the organisation or fewer employees use the parent-child room than expected. So keep a watchful eye and make adjustments. The parent-child room can then also be converted into a creative space.

At the berufundfamilie Service GmbH stand, visitors to NEWWORKEVOLUTION can find out how a family- and life-phase-conscious HR policy is sustainably designed with the help of the berufundfamilie audit - which, incidentally, is currently held by 1,000 organisations - and what cultural effects and (business) benefits it has. We can be found in Hall 3, Stand B55 - directly opposite the Main Stage.

Our Managing Director Oliver Schmitz can also be experienced in a speaker slot: 05.06.2024, 14.00 - 14.20.