You Have Control Over Employee Work/Life Balance--If Not Your Own (Part 3 of 3)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

In the previous installments, we were trying to avoid costly stress "injuries" (including costly discrimination and worker's compensation claims) to reduce lost time work days and to increase productivity. You saw that employee complaints and other behaviors may be signals of increasing frustration, in effect flashing danger signs. To prepare to allow workers more flexibility, you looked at your own fears and the constraints that you work under. Then you helped the team revise its own flexible and fair work rules.

Before you get started, though, here are some additional tips to make this work.

Avoid Too Much Information
Do not make workers identify to the team the precise nature of any emergency. Imagine documenting that Cheryl has to leave early because her son needs to be taken to drug rehab or Demetrius needs an hour to pick up his Alzheimer's-suffering mother who wandered into someone else's house. All the team needs to know to handle the situation is that a co-worker is dealing with an emergency or not.

Rearrange Meeting Times
Availability during routine meetings is a common problem. Perhaps meetings were set at times that corresponded to situations like after-school pick-up. Be ready to suggest moving meeting times if that removes the source of stress or conflict.

Get Additional Options from HR
Find out what …

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