Introduction
The environment we live in today
Pressure, for people within the workforce, has been intensifying in recent decades. Factors such as advances in information technology and information load, the need for speed of response, the importance attached to the quality of customer service and its implications for constant availability, and the pace of change with its resultant upheavals and adjustments all demand our time and can be sources of pressure. With all the pressures and demands, as well as the competition for top jobs, it is all too easy for your clients to want to do whatever it takes to deliver. They see a culture of long working hours and presenteeism, their boss working day and night and the top executives doing the same, and they think that it is required. Yet the evidence is out: That is a way to burnout. Overwhelming information, pace, responsibility, and choice all impact on our well-being and, in particular, our mental and physical health.
By helping your clients see the way they can be effective and maintain a healthy work-life balance, you will be doing them and their family, friends, and society a lot of good. It all starts with their mindset. How can you help them shift from thinking of themselves as someone who is âwilling to do whatever the job asksâ to someone who âdoes great work and is happy, healthy and has happy, healthy relationships and interests outside of workâ? Finding the right balance, an acceptable balance which will inevitably change as our lives and the world around us changes, requires purposeful and continuous attention.
What are the costs of the world we live in today?
The human cost of the world we live in today is immense. The costs can be seen at all levels of society: individual, group, team, organisation, and community. The negative effects of society impact all areas of life and our physical, mental, and social well-being. Government, institutional, and research statistics have brought into sharp focus the poor state of our health. In 2017, the UK Government commissioned an independent review into how employers can better support the mental health of all people currently in employment and help them thrive at work (Thriving at Work, 2017). The study presented the following key findings in the area of mental health:
- There are more people at work with mental health conditions than ever before.
- Each year, 300,000 people with a long-term mental health problem lose their jobs.
- Those that do lose their jobs because of mental health problems lose them at a much higher rate than those with physical health conditions.
- At work, 15% of people have symptoms of an existing mental health condition.
The financial costs of poor mental health were also assessed in the study at the level of the organisation, the UK Government, and the economy:
- The annual costs of poor mental health at work is between ÂŁ33 billion and ÂŁ42 billion.
- Over half of the annual cost comes from presenteeism, where individuals are less productive due to poor mental health.
- Poor mental health costs the UK Government between ÂŁ24 billion and ÂŁ27 billion annually.
- Poor mental health costs the economy between ÂŁ74 billion and ÂŁ99 billion in lost annual output.
The costs of stress and burnout are also disturbing. An article by Eric Garton (2017) published in the Harvard Business Review claimed that the psychological and physical problems of burnt-out employees cost an estimated $125 billion to $190 billion a year in healthcare spending in the USA. Michael Blanding (2015), writing for the Harvard Business School, claimed:
Our work can literally make us sick. Long hours, impossible demands from bosses, and uncertain job security can take their toll on our mental and physical well-being, leading to stress-induced aches and pains and anxiety. In extreme cases, the consequences can be worse â heart disease, high blood pressure, alcoholism, mental illness.
Mental ill health amongst workers continues to rise; the main causes include heavy workloads, managerial style, and difficult work relations (CIPD Absence Management survey, 2016). The impacts of poor mental health include lack of concentration, difficulty making decisions, a rise in colleague conflict, and difficulty dealing with challenging situations and meeting deadlines and objectives. The UK has the longest working hours in Europe; some professions are well known for working more than 48 hours a week, as the intensity of work has increased and a culture of long working hours has emerged (Institute for Employment Studies, 2018).
There is a growing concern that the quality of home and community life is deteriorating. There are various explanations, including the growth of the Âsingle-parent family, the increased cost of living, more self-containment and isolation, and the lack of local resources and facilities. The pressures and demands of work, reflected in longer hours, more exhaustion, and growth of evening and weekend work, leave less scope for âqualityâ family time. The consequences include increases in juvenile crime, more drug abuse, reduction in concern for the local community and in community participation, and less willingness to take responsibility for the care of elderly relatives and the disadvantaged. Whilst steps to redress these concerns transcend work and employment, it is nevertheless argued that the demands of work contribute to reduced participation in non-work activities, resulting in an imbalance.
Shifting landscape and shifting expectations
Attitudes towards work-life balance have evolved and will continue to do so with cultural, generational, and economic changes. The world of work is changing; new organisational models, structures, cultures, ways of working, specialisms, roles, knowledge, and skills are developing to adapt to the shifting landscape. The increasing use of artificial intelligence (AI) and automation will dramatically change the landscape. By one popular estimate, 65% of children entering primary school today will ultimately end up working in completely new job types that donât yet exist (World Economic Forum). How well prepared are we for the future of work?
Recent organisational initiatives have challenged the historical view of âoccupationalâ health. Interventions now encompass a more holistic approach to wellness and comprise any condition which could potentially impact employee performance. The trend incorporates a broader spectrum of interventions to include work-life balance initiatives which are believed to contribute to greater employee well-being.
Employeesâ expectations are changing; there is a call towards greater flexibility in the workplace; and many employees are looking to change their work hours, work from home, and have flexible schedules in order to accommodate a better work-life balance. In addition to a better work-life balance, employees are also beginning to expect services beyond the traditional mould, such as improved personal and career development and support, and a range of health promotion services.
Tulgan (1996) suggests that Generation X give greater priority to the balance between work and other areas of life. Millennials are less driven by the pursuit of making money; they want to feel appreciated, have an active voice, have autonomy, have the opportunity to make an impact, and have a sense of self-fulfilment.
What is being done to address the challenges we face?
We know that not enough is being done to support peopleâs health in or outside of the workplace. Globally, the World Health Organisation (WHO) uses its international presence and profile to work towards promoting good mental health, including mental and psychological well-being, the prevention of mental disorders, and the care for those affected by mental disorders. World Mental Health Day, on 10 October 2018, focused on the mental health of young people in a changing world. The WHO shone a light on the early origins of mental illness in teenagers and how many receive little or no support to treat their illnesses. Much of WHOâs work focuses on building mental resilience amongst young people and developing the psychosocial support that can be provided by parents, teachers, schools, and communities to help young people cope with the challenges of todayâs world.
In the UK, industry groups and trade unions have started to develop information on mental health for their members. Some are beginning to champion change in recognition of the need to address mental health issues. Professional bodies and accrediting organisations, such as the Chartered Institute of Personnel and Development (CIPD), have proactively promoted the mental health and well-being of their members. Occupational health providers and employee assistance programmes and insurance provide a source of support for employees. Workplace regulators such as the Financial Conduct Authority (FCA) have heightened their involvement in driving mental health up the agenda. Non-profit organisations and charities such as Mind and the Samaritans offer a number of training and support programmes that focus on raising awareness about emotional health, coping strategies, the value of listening, and building resilience. The programmes are often targeted at the early years age group, employers, and at-risk groups in the community. However, advice and support are open to anyone that is in need.
Strategies, policies, and processes have developed incrementally, resulting in a fragmented approach to work-life balance and well-being. Only in recent years have international and national organisations attempted to move towards an evidence-based, comprehensive, integrated approach to well-being which involves all stakeholders and addresses the challenges people face in todayâs society. Our clients live within an ecosystem which is often highly complex and always influenced by the interaction between the different layers and actors within. Our ecosystems require a high degree of navigation skills. Our ecosystems are never static; they are constantly changing, as we change, those around us change, and the nature of work, systems, processes, and structures change. We aim to provide support and guidance to help your clients understand and recognise their ecosystems, how they are positioned within them, and how they can navigate their ecosystems whilst at the same time constantly assessing, re-assessing, and addressing their needs.
Why work-life balance?
We consider work-life balance to be the relationship between work and other areas of life. Typically, areas of attention in the lives of our clients which need continuous care in order to maintain a sense of work-life balance include work, social, community, private/home life, finances, and health. In the 1980s and early 1990s, the concept of work-life balance received significant attention. However, the concept was often construed too narrowly, suggesting an equilibrium, matching, or evenness between different areas ...
