 | Business Sector: Respiratory & Cardiovascular Education
Employees: 29 full time 22 part time | | | How are work-life balance issues identified?
- Appointment of HR professional
- Strong relationships between line managers and employees
- Open door policy and hands on approach of Chief Executive
- Performance reviews every six month when aspirations and concerns are highlighted
How are work-life balance policies communicated?
- Bi-monthly team briefs
- Staff meetings
- Lunchtime seminars
- Notice boards
- Staff and new starters handbook
- All staff email communications and newsletter
What systems have been set up to review work-life balance policies?
- Staff feedback at performance review twice a year
- Annual review of staff handbook
- Open forum at staff meetings
- Consultation, including suggestions/innovative box
- Development of organisational values
What arrangements have been introduced in the last 12 months?
- Stress awareness raised through a lunchtime seminar and notice board
- Introduction of study leave
- Development of induction programme which includes a new starters handbook to provide greater support through initial weeks of employment
| |
|
This independent education and research institution is 20 years old in 2007 and has grown considerably over the last five years from 12 to 51 staff which has included a merger of two charities. It provides training in cardiovascular disease and respiratory problems for health professionals and its educational programmes, accredited by the Open University, are run nationally and internationally.
The organisation offers flexibility and choice to encourage people, with the right skills, to stay with the organisation, regardless of job role. It actively encourages internal progression and growth of every individual. This is clearly demonstrated through an employee at director level who decided to put family first and only works a few hours per week, on annualised hours, while still feeling part of the organisation and being involved in directors meetings and decision making. This is a win win situation for the organisation which has retained a skilled, committed, member of staff and the employee who feels privileged to have a challenging job and still look after her children. Clearly this demonstrates that with creative thinking it is possible to offer flexibility and choice at any level!
Why have work-life balance policies been introduced?
- To support recruitment and retention in an area with low levels of unemployment
- To underpin the caring ethos of the organisation
- To maximise the efficiency of the organisation by retaining good staff
| | | |
| What work-life balance policies are most beneficial to the organisation?
- Working hours negotiated with individual employees to accommodate work and home commitments, including annualised hours
- Allowing staff to leave early during the World Cup, Test Matches, and bank holiday weekends
- Staff social events to celebrate personal achievement at individual, departmental, and organisational level
- Additional half day for Christmas shopping for all staff
- Home working opportunities
| | |
Monica Fletcher, Chief Executive said
“During significant growth and change we have managed to retain our excellent staff and have successfully maintained the friendly ethos and value driven culture of the organisation. We have little problem attracting new staff and indeed have people waiting to join us. Our staff are highly committed and are prepared to ‘go the extra mile’ when necessary. I believe we are a more productive organisation as a result”
| |