1. We approach flexible working as a function of time – this traps us into a ‘trading off’ paradigm that works on a principle that something has to lose – work or life
  2. We approach it as a ‘women’s issue’ – this fails to recognise compelling data that suggests that work life balance is a driver of satisfaction for Gen Ys and Millenials.
  3. We leave it in the hands of line managers who have only ever known one model – this traps us into more formal forms of flexible working, rather than skilling up employees to learn to take more control over how they work, not just where they work
  4. We still persist in valuing inputs rather than outputs – the way we manage performance and contribution operates on a industrial era logic that has done its time
  5. Work life balance policies tend to be viewed as a compromise and assumes that in some insidious way productivity suffers – this is contrary to an ever increasing body of credible research
  6. We frame it as an employee benefit rather than tangible value for the employer in better managing capacity constraints, operating costs, workforce agility and productivity
  • Written by Meena Thuraisingham, Director and Principal of TalentInvest, 2010

Written by Meena Thuraisingham
Director and Principal, Talent Invest

Meena Thuraisingham is a consultant, author, executive coach and thought leader in the area of People and Culture. An organisational psychologist by training, she founded TalentInvest, a niche consulting practice, advising global clients in the UK, Asia and Australia in Capability and Culture. Meena is also a regular speaker internationally on leadership effectiveness and culture change.

Her published books are The Secret Life of Decisions, Careers Unplugged and Derailed!. Get Your Copy Today