Family Friendly Workplace

On the other hand in stage two, this is where there is a more supportive culture, widened perception of work and family, and a well-planned or coordinated set of reactions. Finally, in the last stage, is where companies or workplace organizations start to encounter the status quo and putting their attention towards forming a real family-friendly culture and neighboring community (Poelmans, Caligiuri, 2008). Once an organization has put into practice one program or policy, the initial anxieties is unnecessary but instead, the firm has the prospective of widen its programs and carry on with the same for over a long period of time. The following figure illustrates the evolution and advancement work/family programs based on the research conducted by Family and Work Institute. The prospect of many business organizations or varied work places based on the quality of life for the employees’ families may rely entirely on how work and family engagements are solved. According to Crouter, Booth (2009) adequate focus to these issues will be significant for promoting growth and development of the businesses or any organization. STAGE ONE Coming up with a programmatic approach or response STEP TWO Constructing an integrated attitude STEP THREE Transforming the culture COMMITMENT Emerging though uncertain issue Family friendly work place as a human resource issue Work life a competitive Overcoming presumptions: Forming a family friendly workplace is not a business issue. Parity implies the same policy for all workers Family friendly work place is a woman’s affair Child care assistance implies forming on or near-site amenities. Attention on child care is widened to entail other work/ family aspects such as relocation and elder care. Programs and policies widened The aspects of family friendly workplace in the entire company are incorporated in such subjects as gender parity and diversity. There is a drive towards a life-cycle attitude, hence widening the idea of work-family to work/life Company concerns extends to world issues and concerns Constructing work-family policies is recognized as a continuous, vibrant and problem-solving procedure PROCESS Recognizing the problem Integrating the duties for work/family programs and policies Mainstreaming the matters Devoted individuals takes on the responsibility of making a business case for a firm to react to work-family matters Part or full time duty is assigned to an individual at higher rank usually manager, director or vice president Executing flexible leave and time policies and programs become central. Champion (s) persuades and convinces the firm’s management that ignoring the work/life programs comes with consequences such as workers may miss time and become less productive to the firm especially if the issues are related to family life such as child care are not met The place of work-family coordinator may be established, high rank commitment starts to show up Work-family policies and programs are recognized as a key to engaging and maintaining competent workers Varying the workplace to be more comfortable and flexible to the worker calls for organizational culture assumptions to be put into considerations. Work-family administration training is carried out or such training is incorporated into central management training programs Champion(s) illustrate variety of possible solutions if a task force is established to evaluate and determine the