Chapter I: Framing the Issue of Work-Life Balance

Key Studies    Chapter I

Quick table of contents - EXECUTIVE SUMMARY     1. THE LEGISLATIVE FRAMEWORK     2. NON-LEGISLATIVE INITIATIVES     3. EMPLOYER BASED INITIATIVES CHAPTER I - FRAMING THE ISSUE OF   WORK-LIFE BALANCE     1. PUTTING THE ISSUE IN CONTEXT     2. THE FACTORS OF INFLUENCE         A. The demographic factors              affecting the labour force         B. Labour market trends &              changing employment              relationships         C. Health and wellness         D. Other factors CHAPTER II - THE LEGISLATIVE   FRAMEWORK     1. LABOUR STANDARDS AND          EMPLOYMENT LEGISLATION         A. Labour Standards Coverage         B. Leave and associated              employment protection         C. Legislated salary replacement              provisions         D. Work arrangements     2. OCCUPATIONAL SAFETY AND          HEALTH     3. HUMAN RIGHTS AND          EMPLOYMENT EQUITY     4. EXTERNAL DEMANDS     5. DISCUSSION         A. Coverage         B. Facilitating flexible work              arrangements         C. The implications of other types              of legislation     6. OBSERVATIONS AND POSSIBLE          ACTION CHAPTER III - NON-LEGISLATIVE   INITIATIVES     1. WHAT'S OUT THERE?     2. THE PARTNERSHIPS:          CONSULTATION AND          COLLABORATION     3. ON THE RESEARCH FRONT     4. EDUCATION AND CULTURE          CHANGE STRATEGIES         A. Government-based activities         B. Non-governmental and              community-based activities     5. DISCUSSION         A. Developing partnerships         B. The research         C. The voluntary sector     6. OBSERVATIONS AND          POSSIBLE ACTION CHAPTER IV - WORK-LIFE PRACTICES   IN CANADIAN WORKPLACES     1. THE GOVERNMENT AS EMPLOYER         A. Maternity / Pregnancy / Adoption              / Parental Leave         B. Family / Dependent /              Compassionate / Bereavement              Leave         C. Education / Career              Development / Deferred Salary              / Personal Leave         D. Other Leave         E. Flexible Work Arrangements         F. Child-Care         G. Other Initiatives     2. PUBLIC, PARA-PUBLIC AND          PRIVATE SECTOR INITIATIVES         A. The Public and Para-Public              Sector         B. The Private Sector     3. DISCUSSION     4. OBSERVATIONS AND POSSIBLE          ACTION CHAPTER V - LOOKING FORWARD     1. A STRATEGIC ANALYSIS OF          THE ISSUE     2. OPTIONS FOR FEDERAL /          PROVINCIAL / TERRITORIAL          ACTION         A. Demonstration of Leadership         B. Information sharing between              jurisdictions         C. Information sharing with              stakeholders         D. Networking and follow-up         E. Learning         F. Incentive Program NEXT STEPS APPENDICES -

CHAPTER I - FRAMING THE ISSUE OF WORK-LIFE BALANCE

Life at work, work and family, work and personal fulfilment, work and social and community responsibility… All of these are pertinent in defining this issue because first and foremost it is about creating and maintaining an environment that will allow workers to maintain a balance between work and personal responsibilities on all of these fronts. It is about recruitment, retention and productivity. It aims for the well-being of all stakeholders: families, communities, employees, employers and the economy. It is about responding to stress, a major health determinant for Canadians. Facilitating work-life balance is also about reclaiming some time and energy for community and strengthening the all important voluntary sector in Canada. In this report, the issue will be addressed from a labour perspective, focusing on both legislative and non-legislative measures that facilitate the attainment and maintenance of work-life balance as they apply to or exist in the workplace. Initiatives that inform us on the issue as well as educate and promote desired change will be discussed and directions for possible action by the Canadian Association of Administrators of Labour Legislation (CAALL) will be suggested.

1. PUTTING THE ISSUE IN CONTEXT

Historically, the issue of work-life balance grew out of at least two very different agendas: workers and their families' well-being and workplace health. Since then, there has been increased recognition of the costs of work-life imbalance in terms of workplace injury rates, the general health of workers as well as the development and well-being of children and ageing parents. This recognition has triggered a need to understand the impact of stress associated with work environments and the competing responsibilities of working individuals. Changes in demographic and labour market factors add to the mix as stakeholders and governments pay increasing attention to the issue.

In 1981, the International Labour Organization (ILO) adopted the Workers with Family Responsibilities Convention (C156) which has now been ratified by 33 countries including Australia and several members of the European Union. Member countries who ratify this convention agree to "make it an aim of national policy to enable persons with family responsibilities who are engaged or wish to engage in employment to exercise their right to do so without being subject to discrimination and, to the extent possible, without conflict between their employment and family responsibilities". Although Canada has not ratified this convention, it proposed that the ILO hold a general discussion on "work and family in the 21st century" at future ILO conferences. While no discussions have yet to be scheduled, the ILO is undertaking a study on issues such as changes in family patterns and the structure of the labour market. It will analyze and disseminate relevant information on working time, non-standard working arrangements and work and family through a newly developed integrated database.

In Canada, workplace health models now include work-life balance as a necessary component of wellness. All jurisdictions have indicated the issue is increasing in importance while federally, as well as in Quebec, Ontario and Saskatchewan, it has been identified as a high priority. Provincial governments emphasise work and family issues and most address the issue through social programming, family supports and legislative provisions pertaining to pregnancy and parental leave. Territorial governments are considering cultural elements, particularly with regard to ensuring congruence with aboriginal values and facilitating a balance between work and a traditional way of life.

The issue is also gaining prominence at the stakeholder (e.g. unions, employers) and community level. From an equity perspective, it is seen as a form of accommodation and a way to ensure equal access to employment opportunities, especially for women. Measures that facilitate work-life balance are now third in priority among the demands of unions. Employers are viewing them as incentives to recruitment and retention as well as a means to enhance productivity. Workers without children or eldercare responsibilities have also made the case that they have needs related to non-work responsibilities that deserve recognition and consideration. Human resource management strategies in terms of work-life balance have evolved from reactive remedies which focus on individual problems to a focus on the ecology of the workplace and the development of a strategic management tool to attract and retain valued employees, particularly in light of existing and forecasted labour shortages. At a community level, the need for services is growing as working individuals take on increasing responsibilities in health and dependent care, while the pool from which community volunteers may be drawn is shrinking. To include all of these factors, in many instances, the issue of work and family has been expanded and renamed work-life balance.

2. THE FACTORS OF INFLUENCE

A. The demographic factors affecting the labour force

The general population and the labour force are ageing. Strong post-war fertility rates followed by a steady decline since the 1960's have had an impact in several areas:

• The "baby boom" generation, currently the largest population segment, is entering its 50th year of age. This ageing population means there is an increasing number of workers with eldercare responsibilities who need support in the workplace as well as access to community services.
  
  
• An ageing workforce and a decrease in the size of the younger labour force has created labour shortages in some occupations.
  
  
• The labour force now includes increasing numbers of dual-earner families and working women with significant dependent care responsibilities. For both economic and social reasons, experts consider this trend to be irreversible.

B. Labour market trends & changing employment relationships

The characteristics of the workplace and work relationships are also changing:

• Widespread downsizing exercises in the late 80's and early 90's were followed by renewal strategies that focused on the contingent workforce. Workers who felt their trust had been breached in the process no longer consider themselves bound by loyalty to their employers.
  
  
• Better economic conditions exist in conjunction with growing shortages of skilled labour in some industries. Companies who must compete for talent are realising the costs of losing top talent and key resources. They are investing in recruitment and retention strategies with flexible benefit packages that support personal development and work-life balance.
  
  
• Increased numbers of workers are choosing non-standard forms of employment and/or work arrangements (i.e. self-employment, part-time work, telework and flexible hours) that allow them to balance their work and personal lives.
  
  
• In the service based and some other industries, the traditional 40 hour/weekday work week is being replaced by shift work and flexible working hours.
  
  
• There has been increased use of casual employees in the public sector, particularly in the healthcare sector. This casualization is more evident in jobs predominantly occupied by women, who bear the greater load of unpaid work.
  
  
• Many of these service and casual workers as well as the self-employed are without benefits or labour standard coverage.
  
  
• Some workplaces may also be exempt from the requirements of occupational safety and health legislation.

C. Health and wellness

Increased attention is being paid to the issue of work-life balance by researchers and the media. This has contributed to:

• A growing awareness by employers of the costs associated with employees feeling over-stressed, such as operating and productivity costs, absenteeism, punctuality, commitment and performance.
  
  
• Recognition of stress as a factor of influence on work accident rates and health costs.
  
  
• Increased acceptance of stress related workers' compensation claims.

These factors have also made work-life balance an emerging issue in terms of occupational health and safety.

D. Other factors

Other factors of influence include:

• Insufficient child care spaces and increasing costs associated with available spaces lead workers to favour workplaces with on-site childcare, some form of child care benefit and/or flexible work arrangements.
  
  
• Workers, particularly younger workers, are focusing more and more on family life, the pursuit of a healthy lifestyle and the fulfilment of personal development needs.
  
  
• Some workers are experiencing a lack of time to fully meet all of their professional and family responsibilities and still allow for community involvement. The impact of this lack of time generates both personal and social costs.

All of the above factors have made issues of work-life balance an emerging area for public debate and policy-making as well as a priority for human resource planning at the enterprise level. As the population continues to age, the profile of work-life balance is expected to grow, fed by growing concerns about health care costs, the well-being of family and community and the renewal of the labour force.

Executive Summary

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Chapter II