Balancing Perks and Productivity

Tips to starting an effective flexible employment plan at your firm

By Victor Van Valen

Incorporating employee perks—such as casual Fridays, free dry cleaning pick-up and allowing employees to bring their dog to the office—is important for organizations to cater to the livelihood of its employees. And with the war for talent ensuing, the more flexibility companies have, the better they can position themselves to addresses the work/life issues of their employees—and the better they can maintain employee loyalty. But what are these perks actually communicating to your employees?

It is important that these perks programs are implemented correctly, to be able to fully utilize their potential. "If your organization is not currently addressing work/life issues, it will soon be losing out — if it isn't already," says Ilyse Shapiro, founder of www.MyPartTimePro.com , a job search Web site. "Firms which offer flexible work arrangements are able to retain current employees and attract new ones better than firms that do not," states Shapiro.

Shapiro suggests that businesses consider the following tips before putting together a work/life balance program:

1. Support work/life initiatives.
It's great to tell staff that your organization offers flexibility, but
it shouldn't be just a catchphrase. Management from the top down needs to both embrace and encourage the concept among all its employees. The program must be part of everything a corporation says and does—from the mission statement to short- and long-term strategic objectives.

2. Don't discriminate or be selective.
Many employees fear that they will face repercussions—co-worker animosity, management scrutiny, etc.—if they take advantage of
flex-time options. Effective employers must ensure that their staff
does not face this type of feedback by making sure work/life balance programs are non-discriminatory. Consider all employees as equals—regardless of sex, race, income level, job title, status (exempt or non-exempt) or family composition (single/married, with/without children). It is crucial that all employees feel included so that employee resentment doesn't brew against each other—or against their supervisors.


3. Keep opportunities flexible too.
If your employees feel they will become "out of sight, out of mind" for taking advantage of flexibility or mobility programs, you will negate your incentive efforts. Make sure to continue career advancement and training for all members. Staff who work flexible schedules should be offered the same opportunities as those who work traditional, full-time schedules. Adjust training availability or offer programs that can be completed via the Web, and be sure to continue to give praise and rewards where it’s due.
4. It's all about them, but it's also about you.
Remember flexibility is a two-way street. Effective work/life programs must work for both the employees and the employer. Employees might want a flexible work schedule, but some positions—such as sales or customer service reps—require employees to work a certain set of hours. If one type of perk isn't practical for your organization or department, try something else—such as casual Fridays, a weekly staff luncheon or gym memberships.