'I like my job, I have wonderful kids and a supportive spouse, but I feel that I am stretched to the limit. I never seem to have enough hours in the day to get my work done and still have time for family let alone friends or the things I really want to do'.

They are not alone. Several studies have found high levels of stress are often associated with conflicting demands of work and home. One survey showed that even though job satisfaction may be high, a majority of workers rate balancing work and family as more important that any other employment factors. The Health Canada publication Juggling Home and Work (Workplace Health System, no. 2, 1998) states that one of the greatest challenges to balancing work and home life is job demands. Job demands include "time pressures and deadlines, long hours, unclear or conflicting duties, having too much responsibility, or work that is too tiring or boring".

Work/life balance initiatives can help to bridge the gap between work and home responsibilities.

Simply put, work/life balance initiatives are any benefits, policies, or programs that help create a better balance between the demands of the job and the healthy management (and enjoyment) of life outside work.

Work/life initiatives can potentially deal with a wide range of issues including:

• on-site childcare,
• emergency childcare assistance,
• seasonal childcare programs (such as March break or Christmas),
• eldercare initiatives (may range from referral program, eldercare assessment, case management, a list of local organizations or businesses that can help with information or products, or seminars and support groups),
• referral program to care services, local organizations, etc.,
• flexible working arrangements,
• parental leave for adoptive parents,
• family leave policies,
• other leaves of absence policies such as educational leave, community service leaves, self funded leave or sabbaticals,
• employee assistance programs,
• on-site seminars and workshops (on such topics as stress, nutrition, smoking, communication etc),
• internal and/or external educational or training opportunities, or
• fitness facilities, or fitness membership assistance (financial).

The need for balance is essential. As stated by Human Resources Development Canada (HRDC) on their "Work-Life Balance in Canadian Workplaces" web site:

When employees are "out of balance", they experience more stress and fatigue and tend to be absent from work more often due to these reasons. They have less focus while at work because they are worried about issues at home and they are also more distracted at home because work matters weigh on their minds. The end result is that neither situation is healthy or productive; in short, it's a lose/lose situation for employees, their families and their employer.

[Source: http://labour-travail.hrdc-drhc.gc.ca/worklife/familyfriendly-en.cfm]

Studies on work/life balance programs have reported such benefits as:

• Attracts new employees,
• Helps to retain staff,
• Builds diversity in skills and personnel,
• Improves morale,
• Reduces sickness and absenteeism,
• Enhances working relationships between colleagues,
• Encourages employees to show more initiative and teamwork,
• Increases levels of production and satisfaction, and
• Decreases stress and burn-out.

Work/life balance initiatives can be part of a complete health and safety and/or a health promotion program in the workplace. The initiatives can be written as part of existing health and safety policy, or particular guidelines can be referenced in the overall company human resources policy or the collective agreement (if applicable).

Meeting both the employees' and overall business needs requires a significant commitment from senior management. Each workplace should tailor its work/life policies to suit their own particular needs and corporate culture. This 'best fit' should be done with frequent consultation with employees. As with other health and safety programs, for work/life initiatives to be successful and sustainable, both employers and employees must take responsibility for making the program work effectively. An evaluation or feedback systems should also be part of that process.

It is very important to remember that for many workers balancing work/life demands is just one of the many challenges they face on a regular basis. While most people would agree that these issues should be addressed, they may not know where they can be resolved. A program dealing with work/life issues could, for example, be part of a complete health and safety program. However, it should not take away resources or distract attention from addressing other health and safety concerns or hazards that may be present in the workplace.

When starting, it is best to appoint an individual or in some cases, form a joint work/life committee. To research needs and to implement the program, suggested steps to take are as follows:

1. Assess the workplaces' current situation and objectives.

• Survey employees, supervisors, and managers.
• Ask about needs, concerns, etc. Find out about bottom line or underlying concerns (e.g., employees report not being able to cope with workplace stress. What is the true source of this stress?)

2. Get buy-in from all levels. Educate all members of the company about the benefits and challenges of introducing these programs. Be clear on the intentions and goals of the program. Provide any necessary training and/or education to help these address concerns.

Some common concerns or challenges that may need to be addressed include the misconceptions that:

• people should keep their personal lives at home,
• being present equals being productive/ hours at work equals performance/results,
• benefit programs can make people happier, but not more productive,
• family-friendly policies are soft human resources issues, mainly for women,
• management will lose control,
• it's only for non-managerial positions,
• one program is good for everyone, or
• participation will be a career-limiting move.

3. Be clear how hours, productivity and deadlines will be monitored. Address fears and apprehension expressed by both employees and managers. Be sure that workload issues are resolved and set realistic targets.

4. Create a policy or guideline:

• Clearly state its use and purpose.
• Be clear about the impact on vacation time, compensation and other benefits, if any.

5. Initiate a trial period and/or pilot studies.

6. Monitor, re-survey, and make any adjustments that are necessary.

• Act on recommendations for modification or for further enhancements.