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Work-Life

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Singapore’s workforce is changing. A growing number is from Generation X (born 1965-1980) and Generation Y (born 1980-2000). Shorter business cycles and increased communication and technological advancements mean that the workforce can operate 24/7. These have increased the pace of work tremendously. 
 
What it is
 
It is important to ensure that employees' well-being and work-life needs are met. Studies have shown that people of both generations value time spent with family and opportunities for personal growth. 
 
In short, they seek work-life. Work-life initiatives support the efforts of your employees to juggle work responsibilities and their personal and family needs efficiently. Your role as the employer is to put in place strategies and programmes that will allow your employees to work efficiently, while meeting other aspects of their personal lives. Your employees’ role would be to communicate their needs to you, and to find the best work-life fit to allow them to fulfil both their work demands and personal needs.
 
Why is it important?
 
Providing work-life friendly workplaces will result in a win-win situation for both employers and employees. Work-life friendly workplaces enable employees to balance their personal and work commitments. Employers who proactively support a work-life friendly environment will stand to benefit from having a more engaged and productive workforce. This will also help in attracting and retaining talent, especially in light of the tight labour market.
 
Work-life programmes give them what they want – and they give back to the company. The more they are engaged in the company and feel appreciated, nurtured and trusted, the more they go the extra mile for the company's success.
 
What can you do?
 
For Work‐life programmes to work, the organisation, supervisors and employees all need to play their part. Work-life programmes succeed in a culture of mutual cooperation and trust. Human Resource Managers and Supervisors can guide staff on how to achieve work-life integration objectives. With open communication channels, your staff will feel comfortable enough to speak up about their needs. 
 
The organisation:
 
  • develops and communicates a Work-life Programme suitable for its business and employees;
  • makes its work-life programmes available extensively to as many of its employees as possible, subject to business needs;
  • has a sound performance management system that allows it to evaluate all its employees (including those on flexible work arrangements) objectively; and
  • trains its supervisors to support Work-life Programmes.
 
Supervisors:
 
  • support the organisation’s Work-life Programmes;
  • help tailor an employee’s flexible work arrangements in consultation with the employee and other relevant departs in the organisation, e.g. HR; and
  • evaluate employee performance by outcomes and deliverables rather than hours clocked and physical presence in the office.
 
Employees:
 
  • familiarise themselves with the organisation’s Work-life Programmes and makes use of them appropriately;
  • work with their immediate supervisors to design flexible work arrangements and other Work-life Programmes that do not compromise business outcomes; and
  • engage themselves in their work and add value to the organisation throughout their period of employment.