Many organisations still have a culture of working long hours, which is especially difficult to negotiate when you are a working mother. Our concern was sickness absence caused by such factors so we brought in a work-life balance programme. It was initially met with scepticism, but we had the support of our chief executive, himself a father of three, and we were certain we could show real business benefits, including extending our hours of service to customers.
The success of any project such as this relies so much on getting support. We spent 18 months talking to everyone face-to-face, winning people over through press articles, seminars and presentations, and consciously staying away from using e-mail. We knew some people were happy to work from 8am to 4pm, and others 10am to 6pm, and we’ve accommodated them. An increasing number of young men, who are becoming fathers for the first time, are asking for more time off and welcomed the increased focus on family life.
There have been benefits for everyone. Disabled staff can work from home or travel back outside rush hour. Those who wish to observe religious feast days can do so. It means services such as the Registrar, for marriages etc, can open seven days a week.
Increasing the proportion of women in senior posts by 10 per cent to 40 per cent in two years has been a genuine, happy by-product. Our next focus will be on more junior staff and encouraging women to aim higher. Hopefully, we have proved that gender equality is, in the end, good for business, but remember to ensure that men can see something in it for them too.
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