Individual report, 3,000 words, excluding references

Contemporary Case Study in Human Resource Management Report Work-life balance and wellbeing

Table of Contents

1.. Introduction

2. Improving Employee Voice/ Communication

3. Improving Leadership

4. Improving Wellbeing

5. Action plan

6. Collclusiott

7. Bibliography

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Introductioi}

Cooped Pai'ry Services(CPS) is an internationalorganization that lenders engineering and HR consulting services to a numbed ' of different of businesses. A i'event survey ol the worktotce was conducted anti the i'esult shows that there is an ul'gent need lor the work-life balance [WLB) policy to be revised. Failure to clo this may have a negative impact on the productivity and efficiency of employees. This is particularly relevant to employees that work on client sites because if they are unsatisfied with their own WLB then how can they effectively consult other oiganisations?

The data pt'esentetl depicts that less than half ol the workforce is satist'incl with tlleii WLB. It could be said that the individual has a control)uting effect to this. as it is then resllonsibility to nla naga then lives. Yct. an organization also has an 3cti\re role in this pt'ocess as, they are legally obliged to pi'ovide flexible work options to their employees (legislation.gov, 2014). Pasamar. et al.(2013) shed light on the notion that when the economy is experiencing a downturn such as the 2008 i:ecession; some businesses react to this by improving employees' WLB This is justified, as their is il t'ealization that the organization needs to survive after the economic crisis. Tllus. the need foi sustainable developnlcnt strategies such as WLB becomes impet'alive.

The case fuithei suggests that only 40% of staff feels that the lange of flexible work options is sufficient. The significance af this data. which [hc case failed ta mention. is depended on the gender of the employees that makes up this pclcentage. However, presuming that it is picdotninantly made up of tllale employees, as 65% of the woikfolce is tnale, this suggests that tu,n-way communication with employees is essentialin order lo develop appropriate flexible options. Failuic to do this will inclcase CPS inability to retain key female talents. Also, the I ikelihood of employee being motivated to walk effectively will dcciease if they perceive stress clue to the imbalance in w ork and family lit'e. Consecluently, insulting in a decline in ploductiviy levels which in-Hrn may have a dctlimental effect on a service sector coiupatly like CPS,

[n adc]ition to this, an issue of diversity is highlighted in the case scenario. The woikfoice consists of 13.500 employees of which only 35% arc female employees. There is an agieemcnt amongst empjoycis that equality within the workplace is an incl'easing strategic issue (Gov.uk, 2013). This justifies CPS ctcating a goal to incicasc its number of female employees. However, clcating goals is unproductive ifimplementation and measuicment strategies arc not in place to judge its effectiveness. Thai'efore, in mitigate this issue CPS firstly need to identify the reasons why they find it challenging to attlactand retain einployecs. Fi'om tile excel'nal environment i'cseal'ch ShOwrS that in 2015 UK employment rate has been the highest it has even ' been since 1971(Gov.uk, 2016). This suggests that a large pool of people is applying to get iDEa the labour force. Therefore. the issue of attracting employees. in paiticulai female employees is pi'inialily depended on CPS resources anti capabilities.

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HR professionals aic incicasing I)ecoming aware of the know-ing and doing gal) (Zheltoukhova. 2014; Pfeifer et al.. 2000). It is evident in the case scenai'io that CPS is awake that the natut'e ol the walk acts as a deteiient to atu'acting female employees. Therefore, the extent to wh ich they have altered or intioducc new means ta remedy this probletn is questionable as there is a decline in both female and male applicants. Simon eta1. (2011) staten that strategic citpabilities aic essential to the success of an oiganisatioi}. Consequently, it can be said that by exatnining then ' capabilities this c;In aid in developing and implementing stnltegies that are deemed attractive to both potential and existing employees.

Anotllct key issue that was raised is unsuppoltivc managers. On the one hand, this suggests that the primary i'eason why the company has a \ATLB policy is to remain cuircnt with changes in society. One of tllesc changes includes the incicasing amount of oiganizatinns that have now implenlentcd WLB policies. Yet, it can be said that the driving force of this action is due to the t'act that it is a legal recluirement t'oi ' organizations to oltbi ' this [o then ' employees (Ciov.UK, 2014). Not because they repaid it as an importantpol icy that is used to facilitate employees in achieving a suitable balance between then work antlpi'ivate life. As a result, some m;\nagets da not treat issues i'elated to WLB in a suppoi'tive manner, as the organization culture hay not ptamote this within the workplace.

On the other ' hand, the data also suggests that the other 50% of the woikfoi'ce feels that tlleii managers aie being supportive. This therefore irises conceit as to whethci ' the ic is favoritism in the workplace OI whether the al)ptoach taken by managers in clcaling with such issue varies. This is posed because son e managers may handle the issue with a soft, maternal approach, which may lead to tile employee feeling as if the manager is I)Cine sullpoitive legatclless of the outcome. Whilst other m Imagers may adopt a hai'tier, autoci'citic approach thcrefoie. some employees may feel that those managers aie not being sullpoitive as WLB and wcllbeing is deemed a sensitive tolJic.

Consequently, there- is a need ta identify the approach that is more suitable ft'om tile perspective of employees and then implement this as a fain of I)estpractice. In doing so. this will be beneficial fot CPS as itwould acldiess a currcntsocial lltctot ' I)y bridging the gap between employees demanding mai'e flexible contracts. This is duc to the glowing tendency foi the ' gcilclation ' who arc now entcling the woilcfoice to want the idcalbalancc between work and family life (Truss, et a1. 2012, pp31).

Improving Employee Voice/ Commtmication

Fiona the case scenario a cormnon factor beUvecn majority of the issues CPS is ruilently challenged with is the lack of effective conlmunicittion. There is a cleat ' notion in business that communication plays a vital idle in the success of an otl;animation. konstantin ct al,(2014) suggests that intcinal communication is the foundation on which organisation culture th i'ives. Theiefoi'e. by impi'oving internalcommunication within CPS through dai'itying communication channels. this will cicatc an organized wolkfoicc wheic etna)loyces can finely shale thai

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issues to designated people. In doing so, employee issues aie more likely to be I evolved in the short tei'm as this structure bypasses individuals such as team leaders that may not be in the position to deal with issues at'V\rLB.

Clarifying these channels could be communicated to the workfot'ce by cheating a hierai'chiral diagram of the different departments in the organisation anti bullet point kcy functions that they co\rcr. This diagi'am call bc placed in employee lounge area at work, on the company's intranet page and in welcome package tor new employees. slaving this transparent system may result in employees feeling more suplloitive. Additionally. the use of this stiuctuie will make it easier foi CPS to spot fiends on what form of WLB employees demand. This is because the int'ormation is going to specific people w ho can make a record of it rather than the nuineious amounts of nlanagets who tnanagc a woikforcc totaled at 13,000 employees.

ACAI (2014) i'epoited that communication is key to employee engagement. This is particularly, iclevant to CPS employees who wnl k oH ' site and intcinationally, as it is essentialto keep them inl'armed so that they can remain engaged. Consequently, mitigating the glowing concern af i'staining key talents. Similar ' ta CPS, Amp (cited in pclsonnel today, 2015) offered employees a range of flexible work options initially hut atliust this based on employee demand. Thus. suggesting that atfering e mplayees options that are not deemed lavoutable to ttleill will be al] ine#ective use of lesouices. T1lei'ecole, it is recom! fended that CF'S conduct further rcsealch sl)ecifically querying employees on what kind of \VLB options they desire. In doing so. CPS w ill not only save on time ;incl I'inance spent an un\4'acted options I)ut also incieasc employee satisfaction and !etention.

However, it is advised tllat CPS should conduct this rcscaich electronically duc tn the size of the w-oikfoice and Riot that some employees walk on client sites. As a result. claki can be collected fhstei ' and the ability tu include all members ol stfltf becomes more piabablex.

GIRD [2C)16) stated that the cHectivcncss ofcnlployce voice depends on the oi'ganization t'ecognizing the importance of this. as it has the potential ta contribute to high pciformance. Thus, possibly increasing the company's competitive advantage. In light of this, using employee survey as a means to collate information on employee's opinions of work related issues aie ineffective if the sHIne problems persist. Therefore, it is lecommcnded that the data collected must directly I)e used as [he I'masons to wrhy cei'lain change is made.

The survey shows that people who walk on client sites aie the most unsatisfied employees. It is probably that this because they spend lengthy periods of time away from their I'emily possibly in another ' counts . As a result, a conflict beta-een walk and thnlily life arise which leads an employee to t'eel aveiwhelmed and consequently unsatisfied. On this bases it is iccninmendcd that CPS implements policy that put a limit on the amount of alf site jobs an employee can take pei ' year. Doing this will be of benefit to both CPS i\nd the

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employees as staff walking off site will be mole productive due to the knowledge that they may not have to do this mole than a specific amount of time pel year.

Moicovcr, as CPS is a service-based organisation, an alternative to the I)ojicy t'ecoinmendation loi ' employees wot'king on site, is that they could introduce homeworking opportunities. This is quickly becoming very popular ' in the walid of work as cmployeis aie aiming to provide reasonable adjustments to satisb employee needs(ACAI. 2013). This option willallow employees to spend moi'e time with then ' family whilst carrying out their job from the comfort of their own home. CPS can be reassured that the advancements made in technology ale sufficient to giant some employees the ability to work from home. However, this extent to which this will be ett'active for CPS will depend on how closely they monitor employee efficiency. This is I)ccausc failure to be productive at the tcquircd late will cause CPS to duFFel loss as ei)lployees may leave pcifoimed I)ette} oil site.

Improving Leadership

The I esults from CPS employee suivcy shows that llalf of the workforce feels that managers aie unsuppartive when issues of \VLB aie raised. It could bc suggested that this is a contributing factor ' as to why CPS is finding diff'iculty in retaining key talents. Moreover, sector wide iescarch conducted by Appiovecl Index (cited in CMI, 2015) imported that 42% of employees leave walk I)ecausc of their bosses. It is thai'Clare retommentlecl that CPS inlpiove aspects cancel'Ring leadclsll ip approach, as failuic tn do th is may sul)scquently lead to dctiimental effects. because employees aic vital to CT'S success.

In aiming to improve leadclship it could firstly I)e suggested that CPS inquest feedback flan managers on their pctspective of WLB and wcllbcing. This is because the notion that some employees are t'esistance to change also applies to managed's. Thai'Crore, by taking into consideration their opinions and justifying impiovenlent may lowci manager's tcsistance to cha nge. as the advantages would bc evident. CPS managcls hay cuircntly pciceive WLB to bc an additional cost to the company, which theres'oi'c justifies the reasons wray they may be deemed unsuppoitivc. Dickson-Swirl et al. (2014) shed light on the idea that some cmploycis felt that they aie IJcing asked to do indie ttlan they should, which implies that they clo not deem UTLB and wellbeing as then ' responsibility. Yct, viewing WLB in this light would u,orson CPS cuitent piotllcms.

Consequently, it is lulthel ' i'ecommendecl that CPS adopt Kiel ' Group 'formula t'or success' pioglam as it leads to a culture that piotnotcs teamwork beuveen employees and managers (Aildeison et a1,, 2011). This is necessary fol CPS as it could act as a continuous training opportunity for managers in pi'acticing and developing their ability to listen to employees. Thus. effectively leading to an increase in employee cngagenlcnt as tile relationship between managed and employee develops. This relationship Goulet t'esult in employees feeling that their managed's calc about their opinions. Therefore, in tl)e event that managers fail to giant cinployecs specific inquest, employees may not consider this to be

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unsu])portivc. This is I)ecause the organizational culture, developed through this program is symbolic in suggesting that manger's aie there to support employees. Thus. suggesting to employees that the rct'usd simply means that their request may not be feasible at that moment.

Moreover, it is advised that CPS adopt then organisation culture to be one that also lJionlotes openness af issues relating tn WLB and wejlbcing. Bray (2009) states that senior management should initiate this process, as they are the facilitators of organisation culture, in doing so. this I'urther increases the likelihood of managers being mare supportive to employees as they'ie awalc of the importance senior management place oll WLB. Therefore. othci mangers will implicate this behaviour to ennui'e the success of the t:lsk. Consequently, cnlployees willbe willing to address the sensitive issue ofWLB and wrcllbcing to nlanageis. Managers will sce the importance of offs ting employees a suital)lc solution. which may then lead to employee experiencing less sticks that will have n positive impact on productivity.

Based on the figui'es pi'(itluced by the employee survey it can be saitl that CPS is at a critical stage in satislVing employee needs on WLB. Theres'are. i\Iter ' the implementation of the recommendations suggested foi improving leadership feedback shoulclbe taken every two months from bo6 managed's anclemployces Eo establish whether the solutions are walking.

Improving Wellbeing

In 2013 UK oiganisations lost oval 13 Imillion days I)clause of sickness ielatcd absences (Office ot ' Ni\tional Statistics. 2014). Th is shows that employee health can have a significant impact on an atganizatio11's bottom linc as it has the potential to lead to cuiienthuman iesouice issues such as absenteeism and ptocluctivity (Bray, 2009). This is of particular importance to organizations that operate in the consulting industi ' as the nilture of the lob constniins them to be lestiicted by time when carrying out projects for ethel mtllpanies. Consequently, there is a n increasing need foi consistent highjevcls of produc'tiviq ' as this conti'ibutes to a t'irm's cotnpetiti\re advantage. As a resp)t, it is tccnmmendcd that CP$ work towards improving employee weill)Cine I)y introducing wellbeing piogratns.

Foi cxampje, PWC cicated a specific section on their intranet that allows employees to have iillmediate access to a wealth nf information an heath and wellbeing (PWC, 2015). By adopting this strategy CPS employees willgain access to specialist infoinlatton that they ttlay otherwise not have because of the negative stigma attic:hed to wellbeing. The data piescnted in the case suggests that there is conflict between the e mployee's private life and work life thus, possibly leading to them experiencing stress. Thai'ecole, by pi'oviding a platform that employees can gain access to tcgaidless of their location willie bcneficialin acting as a source where they can find ct'edible infos'mutton. This will be particularly i'elevant to employees who tlo not want to share issues associated

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with then personal life as they may considci this to I)c too private ta discuss in the workplace.

Fuitheimore, the case sccnaiio mcntianed that CPS teceivcs applications from young males and t'emales. Research shows that women between the ages of 25- 35 years old tend to leave the woikfoi'ce for chijdcat'e puipases (Office National Statistics, 2014). Tis is pleclomina ntly filet time mothers theicfoie, slaving the suggested platform in place coulclaid in providing leassui'ance to employees, which may reduce the I)ossibility of them feeling unsuppot'ted.

Moreover. Black (2008) states that Olganisations are investing in employee u,ellbeing as it is belated to tlleir CSR. CPS should adopt this mindset, as employees aic the driving foicc betlincl organisation success. Theicfore, oiganisations sllould walk towards cnsuiing that these employees ienlain mental, psychologically and physically stable. The result af the survey suggests that CPS employees may be experiencing stress. Deloitte appt'ouch to mitigate the issues of sticks management was to slave on-site gyms and activities iclated to health and t'itness (Deloitte, 2016). By implementing this to employees and promoting it as duality time foi ' themselves. could in the long tele lettuce levels of sti'ess. However. the success of tills pl'tlgram depends on CPS making it voluntai'y thercl'ot'e, preventing employees from feeling p i'essurize ta tlo something against their will. This is vitalin stress management. as the one best way of doing tllfngs allpioach may not apply in this case scenario due to the difficulty of measuring and quantiDing stress in employees.

In addition to this, it is advised that CPS cnlllhasizing the benefits of actively taking pair. One way in whicl} this can be done is by offs ling to give employees 30-60 minutes within woi'k-time to use the t'agility. In doing so, this will provide employee time to focus oi} themselves and not their u-otkload OI fhniily I ife. As a result, leading to a mole stress-free employee that can now stiategizc clearer on developing a plan ol how to et'fectivcly manage their WLB whilst taking care of then ' mentally and physically wellbeing.

Action Plan

Recommenciatio n Action to be ukcn Develop a diagialli cliirilying departments and th eie key functions

By whom Time ha ]ne Two weeks

Result/ live luation

Employee Voice/ (:oitlmu 11ica tian

Senior ' managers and plead clepartme nt managers

HR department should sec a mise in the numbed of employee ptescnting WLB issue not team leaders/ su ])c IVIS01's The host popular WLB options will be identified and

Specific internal teseaich on devil'cd WLl3

HR Three dcpaitmcnt I montlls

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options ample n)etta tian plans will commence if CPS does not: current of'fe i ' certain OPtiOns. Employees can ciloose wllethel they want to continue woi'king off site after completing the required number of olf site job s. Therefore, making them mole satisfied as they naw 1lavc a ciloice. E mployce attitude town ids work n\ily tnlpiove as they can see that the company is taking steps to improve their WLB. Senior managed's will find justification on as to why 50% ol ' employee t:eels that managcts aie unsuppoi ' Five . From this sellior ina11age ] ca ll highlight reasons lor ch:inge in manage rs approach. A team-working olga nizational cultui c leading to bette!' iejationsh ip betwee n mantels and employees. Ettll)loyccs tray freely:address

Introduce a lin it on the nuilttler of off site jobs an employee take per year

HR depaltmcnt and managers

Withi11 12 illotlths

Homeworking genial opl)oitunities as jmanagei and a form of WLB mangers

Within 9 months

Improving [.eadeiship

Feetlback fi'om nlallagets o11 [heil views of WLB and wellbeing

Senior managers

3 weeks

Implementation of 'foltllula fol ' success' sciie nle

HR department

Within 12 I months

Piomotiol} of a open culture to

Serial niaiiagei's

Within 24 months

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cancel'nina WLB and u-cllbeing

and all ot1ler issues ofWLB and wellbeing and gaining high levels of support from manage ment to resolve the issue

iomntl The recommended solutions will be evaluated based oi} feedlJack to pete amine whether it is being successful. This may show an increase pclccntagc of the chile nt data. Em])loyccs may exllenences a t'eduction in guess as infornlatian and guidelines aic suggested on how to take cai'e of ones tlealtl}.

Employees are happier anti feel tllat the company cares about their wellbeing insulting in an increase in key talent retention.

managers

Feedback from employees and m;tngeis ot ' whether ' iilipi ove lllents have been mane.

HR depp itmen t, line managers and genial managers

Once every 2 months

limp loving Wellbcing

Creating a section on CPS intranet that provides information on health and wellbeing.

IT I Within 4 department I months ;tnd health specialist

siiiitii I WitliiiiZ= relating to health I managers I months and fitness such I and all other as a on site gyn} I managers

Activities

Conclusio11

In conclusion, improving communication anclleadership approach may aid in mitigating CPS issues concerning WLB. Also the recommendations made fol wellbeing aims to piomate hcalthiei employees I)y inducing stress whicll in tutu may improve employee engagement. This is beneficial fbi ' CPS as engaged employees ai'e eiisiel to detain and ale mole likely to have consecutive high levels of productivity. Additionally, through the implementing of the thief main t'ecommendations CPS not only have a cui'e to the issues but also a prevention fi'om t'utui'e data i'esemb]ing the ones highs ightet! in the case scenario.

Word count- 3298

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