| The main business mantra over the centuries has | | | | True work life balance is achieved when employees |
| been 'The customer is Number One'. The next major | | | | have greater clarity around what isimportant to them. |
| shift in organisational management will be realising that | | | | Through company sponsored Self-Leadership |
| any organisations number one customer should in fact | | | | programs employees are then organizationally |
| be their employees. | | | | empowered to support work life balance culturally, thus |
| In fact recent research suggests that engagement of | | | | creating a personal and corporate win - win |
| employee talent is the number one factor identified by | | | | relationship. |
| CEO's in achieving success in the future. Similarly 90% | | | | Innovative companies are sponsoring Self-Leadership |
| of organisations are dealing with this employee issue at | | | | programs so that individuals can takeresponsibility and |
| board level, because it is now such a critical matter for | | | | make the tough decisions around work life balance, job |
| their survival. | | | | fulfillment and personal financial management |
| The reason being, if you look after your employees | | | | themselves, rather than look to employers to always |
| and engage and retain your best talent, then they will | | | | provide solutions. |
| be in a better position to look after your end | | | | Employee engagement may be one of the hottest |
| customers. Doing this companies are rewarded for | | | | management 'buzz phrases' at the moment, but the |
| their efforts by reduced staff turnover, improved | | | | underlying social issue which created this concept |
| productivity,commitment, morale, culture and customer | | | | remains valid: |
| satisfaction ratings. | | | | Australians are working harder and longer than at any |
| However, the majority of Australian companies | | | | other time in our industrial history and want to get back |
| continue to treat the serious issue of balancing | | | | some personal balance and control of their life. |
| competing work pressures and employees' personal | | | | We are in a generation of over-consumption and |
| life needs with a 'band-aid' effect by offering more | | | | materialism which has further fueled theover-work |
| benefits or 'perks' to win their loyalty. | | | | epidemic. Our lifestyle expectations have escalated so |
| Despite the rhetoric of work life policies and | | | | rapidly in the past twodecades that working harder |
| self-imposed badges of 'employer of choice', the | | | | and longer is seen as the only way to live the standard |
| actions of many Australian corporations translate to | | | | of lifewe desire. Yet research confirms that despite |
| gym memberships, lunchtime massages and | | | | longer working hours and greater income levels, we |
| volunteering programs. These benefits may be | | | | are less happy than previous generations. But the |
| generous and well regarded by some employees, but | | | | backlash against excess has started and the ground |
| they similarly may alienate others with unaligned | | | | swell is expected to gather momentum. |
| personal interests. | | | | |