Comments are closed. Katie Hawkins reports on the debates at the fourth employers’ law briefingin LondonSenior managers should embrace work-life balance practices to convince staffof the benefits, the HR director of Shell Gas and Power told delegates. At the employers’ Law/Rowe & Maw Briefing, Liz Rayner said introducingwork-life balance practices is not enough. She said, “You need todemonstrate in practice that taking advantage of them won’t unduly affect anindividual’s career progression.” She said managers often feel under pressure to be constantly available andbe seen to be enjoying working long hours to pre-empt criticism fromcolleagues. Teamwork is essential for flexible working practices to besuccessful. She said, “Probably the most important issue is whether you have a goodsupport system around you, so that you don’t feel that the only person capableof dealing with emergency – or even day-to-day matters – is you. “Trusting others to make decisions in your absence is vital and, in thelong-term, also helps them to grow and learn.” Shell has introduced work-life balance strategies in the UK, includingcareer breaks, job-sharing, term-time working and home working. Rayner saidafter the briefing, “There has always been a wish that we can attract,motivate and retain talent.” Delegates heard her attribute the rise of work-life balance practices toincreased business pressures. “Organisations now have to face increasedcustomer demand, global competition and a workforce with much higherexpectations,” she said. “In today’s marketplace, we are all expected to know more, react fasterand stay infinitely flexible – at any time of the day.” Shell has joined the Employers for Work-Life Balance group, which includesKPMG, the BBC and HSBC, to share information and best practice on the issue. Previous Article Next Article Call for managers to take lead in work-life balanceOn 15 May 2001 in Personnel Today Related posts:No related photos.