Work Life Balance (WLB)

Work Life Balance (WLB)

WL Strategy (Organizational/Individual): 

1.       Communicate what UK/College already has in place (Organizational)
2.       Be responsive, flexible, aware, supportive, fair, and consistent with employee WL requests (Organizational)
3.       Ownership of own unique WL needs (Individual)
4.       Communication with supervisor of WL needs (Individual) 
 

What it means for the Organization:

1.       Increased productivity
2.       Better staff retention and decreased turnover
3.       Being an employer of choice
4.       The ability to attract and recruit top talent
 

What it means for the Staff (exempt/non-exempt):

1.       Being able to manage effectively multiple responsibilities and interests (home, work, and in the community)
2.       Being able to work in flexible ways that meet work obligations and personal commitments
3.       Being part of a supportive workplace that values individuals and their work and life
4.       Having the ability to participate in WL opportunities when feasible
 

Future Goals:

1.       Collectively (with all-staff input) build the framework of a WL model (with attendant levels) and begin to enumerate plans
2.       Clarify staff members expectations for staff and supervisors through an agreed upon set of definitions and understandings
3.       Clarify a systemic way for the majority of the staff to get to a 40 hour work week.  The staff must have an “open door” to discuss with supervisors their work hours if they routinely exceed 40 hours a week.   

 

WLB Definition:  The advancement of a culture within the College that is fully committed to supporting staff in their efforts to maintain personal balance between work and life responsibilities, and provides staff the empowerment and flexibility to adapt to WL situations when they arise.

Vision:  To create the most humane work environment 

Mission:  To thoughtfully and actively support College staff in prioritizing work and personal demands in ways that allow everyone to bring their best efforts to both.

 

Work-Life Framework and Levels:

Level 1 (Triage): Automatic responsiveness to short term event affecting employee. (Example:  Child injured and in hospital.  Staff member needs to take a few days of unplanned leave to be with the family.

  • As A&S staff member, you can expect immediate engagement and action from your supervisor to formulate a plan that allows you to accommodate your personal obligations. 

Level 2 (Ad-Hoc Issues): Discuss options/ideas and possible implementation as a result of non-permanent, non-crisis situation due to a finite change in life situation. (Example: Staff member needs to adjust work schedule in order to be able to pick up children from activities/school)

  • A&S staff policy allows for discussions between staff member and supervisor and provides protocols for requests, decision making, and documentation.  

Level 3 (Overarching Policies and Opportunities): Long-term option considerations to put into place such as job sharing, flextime, telework, compressed work week, and reduced hours.   (Example:  Staff member needs to spend two days a week out of town helping take care of an ill parent) 

  • 40 hour work week is the standard expectation
  • A&S staff policy allows for a process to formally request options through supervisory chain and HR. 
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