Background
A good work-life balance is about having some equilibrium between professional and personal life, though many find this challenging. Mental health organisations describe the possibilities for a healthy balance, which can look different for different people, to include having time to meet work commitments and deadlines whilst also having time for family, friends and hobbies, time to eat and sleep well, and not needing to worry about work when you are at home. Visit the Mental Health and Wellbeing section for more information.
Many workplaces normalise working long hours or operating under extreme stress, and this can become an embedded working culture in time that spreads through all levels of an organisation. Assumptions and habits become deep-rooted and adopted as ‘this is the way it has to be’. In this situation, everyone can begin to take it for granted that working long hours and/or a stressful environment are essential for managing their job and being successful.
What are the benefits of promoting a good work-life balance?
Poor work-life balance can lead to poor health, demotivation and burnout. Creating a culture that challenges this can increase the well-being, loyalty and productivity of employees. Employers who have introduced practices which recognise and support better work-life balance have also seen a reduction in sick leave amongst their staff.
What can employers do?
It is important to step back occasionally, ask questions and challenge the status quo. Are the long hours or stressful environment essential, or are there alternative ways of working and/or re-prioritisation that could create less pressure? In a smaller business, where there are fewer resources, it may not be possible to change the pace, but there are other ways to support staff. Some flexibility in working patterns, for example, can help employees to manage the different aspects of their lives more effectively, making a big difference. Supporting a demarcation of work and home life, so that everyone has some ‘down time’ is also helpful, as is management being open to discussion and fostering a supportive work culture. Seemingly small practices, such as encouraging staff to take their breaks or annual leave can also make a difference.
See also the sections on Flexible and Family-Friendly Working and Mental Health and Wellbeing.
Some ideas for action
- Lead from the top, ensuring that senior staff/management do not set an example that makes employees think they must be available all the time or respond to messages out of hours (with the exception, of course, of those engaged with safety, animal welfare or other priorities which necessitate being on call).
- Recognise the diversity of family life, for example, supporting parenthood is not just about those who have young and pre-school children, but also those who have older children and may also be in need of similar support structures.
- A little can mean a lot. In addition to having formal flexible working arrangements in place, some informality, can also make a big difference, promoting a culture where staff openly balance family life with work. Examples include allowing time for personal appointments and extended lunchbreaks to fit with external commitments, such as taking an elderly relative to the doctor or attending a child’s school play.
- Foster open discussions between staff and manager about work-life balance and how this might work in reality, eg, where small amounts of time taken out can be made up without using annual leave. This will help develop trust and goodwill within the workforce.
- Encourage staff to speak up if they feel the expectations and demands are too much. Where manager and employers understand the pressures, these are easier to address.
- Ensure that everyone takes proper breaks during the working day, with some time for lunch and a chance to step away for a short while. This can also be extended to time out of the office, e.g., introducing guidelines that encourage employees not to check their email outside of working hours. If it is to work, it should be openly endorsed by senior employees and the business, with managers acting as role models.
- Ensure there is communication of work-life balance policies, and where possible (primarily for larger employers) ensure that line managers and HR staff are trained in this area. Smaller employers may not be able to do this but can make full use of tools from government and third-sector organisations for a range of supportive information.
- Obtain feedback from employees to learn from their experiences, and monitor those who have communicated that they are experiencing difficulties in balancing work and life outside
- Issue policy and guidance around work-life balance which is openly endorsed by senior employees and the business. Managers should also act as role models in their practices.
For some additional reading and resources for this page click here.
