Benefits of Balance

Individual Benefits

Individuals who maintain a balance between work and other commitments or interests:

• are better able to manage multiple responsibilities without feeling guilty about sacrificing priorities at work or outside
• are more likely to feel in control of their life because they have choices as opposed to feeling as if they are being forced to sacrifice work or other priorities
• may feel more secure, happier – and thus motivated – working for an employer that supports their right to make choices between work and home life.

A good work-life balance may also improve the health and reduce stress levels of individuals through having more time to meet commitments, a reduced load in the workplace, and extra time to devote to exercise and other healthy living activities.

These are just someof the individual benefits to be gained. More detail is included in the sections on common misconceptions about Work-Life Balance and the information on flexible work options.

Organisational Benefits

Australia is experiencing skills and labour shortages resulting in a highly competitive labour market at a local, national and international level. Sustaining a competitive advantage for the University therefore means retaining and attracting high quality employees and potential employees.

The increase in women’s participation in the workforce, the changing role of fathers, low fertility rates and a corresponding aging population has also resulted in a need for flexibility in the workplace to accommodate the personal, social, community and cultural needs and interests of employees.

A highly competitive labour market combined with changes to the composition of the workforce and work patterns of Australians therefore means having strategies and support mechanisms in place to help current and future staff to effectively attain work-life balance.

The benefits for organisations that have strategies and support mechanisms in place to assist staff in managing their work-life balance are widely documented and include:

• the potential to attract high quality, innovative and productive staff in an increasingly competitive labour market
• higher levels of staff morale, job satisfaction, organisational commitment, dedication and loyalty amongst existing employees resulting in retention of current employees whose skills, knowledge and talents are invaluable
• reduced employment costs associated with recruitment, training, absenteeism and work related accidents (The cost of recruitment has been estimated by the Victorian Auditor General’s Office to range from 0.5 to 2.5 times the annual salary of the position to be filled – this means that the cost of recruiting a HEO7 with an annual salary of $56,000, for example, would cost the University approximately $84,000-140,000.)
• an enhanced public perception of the organisation as one that demonstrates an appreciation of flexibility in work to assist staff to manage their work-life balance.

The links between individual and organisational benefits – and thus the social benefits – of effective work-life balance are clear:

“Workers who are satisfied with their work-life balance are likely to be happier social citizens, parents, carers and more productive workers. They may work longer and more productively over their lifetime, making a greater contribution, and their health – along with the health of their dependents and partners – may be better, reducing public health expenditure and generally increasing social well being”. (Pocock, 2005, p. 202)