- 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
- 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.
- 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
- 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
- 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
- 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