Bridging the Work-Life Balance Gap: Aligning Employee and Employer Expectations in 2024 and Beyond

The topic of Work-life balance is one conversation that frequently comes up in discussions with both employees and employers, revealing distinct perspectives and expectations from each side. In this blog, I will share some insights gained in these interactions and attempt to highlight some of the differences in expectations from the two groups. I will follow this with some suggestions on ways to potentially bridge these gaps with the hope that it will help create a dialog for organizations to utilize in creating a productive and innovative work environment.

First, what is Work-Life Balance, what are the expectations from each side and how do we get past these differences? Work-Life Balance is about finding the right mix between professional responsibilities and personal life. It is crucial for reducing stress, boosting job performance and satisfaction, as well as improving overall well-being. Sounds simple right? Unfortunately, your appreciation of this issue might depend on where you fall on the employee-employer spectrum. This difference can often lead to conflict, misunderstanding, and ultimately a decline in employee and organizational performance.

What Employees Expect

Flexibility

Nearly every employee I spoke with mentioned flexibility as a top priority. They want to control their work schedule, be able to work remotely during the hours they chose and to have the ability to fit personal commitments into their daily work schedule without being nickeled and dimed for every minute they might be away. The shift towards remote work since the pandemic has made this expectation even more prevalent. FlexJobs reports approximately 80% of employees consider this flexibility as a significant factor in accepting employment.

Mental Health and Well-Being

Employees today seem more tuned-in to the importance of mental health and well-being. As such, there is an expectation that there should be open access to mental health resources, wellness programs and other policies that help reduce stress and work towards creating a healthy work environment. It is reported that 79% of employees want better mental health support from their employers.

Job Security

Employees want to feel secure about their position. They want to know their roles are stable and that the efforts they put forth at work are appreciated and valued. This sense of security has significant impacts on both their personal lives and stress levels. Job security is a top concern for more than 65% of employees.

Clear Boundaries

Distinct and clear boundaries between work and personal life are crucial to avoiding burnout. Employees do not want to be expected to handle emails and other work matters during their off-hours. While they don’t seem to mind an occasional call to handle an emergency situation, they need down time where they are not required t0 think about work.

What Employers Expect

Productivity and Performance

In speaking to employers, they consistently mention the need for high levels of employee productivity and performance. Their focus is ideally on outcomes/results, as opposed to hours worked, and their expectation is for employees to meet deadlines and targets irrespective of work location or schedule.

Adaptability

Employers tend to value employees who demonstrate their ability to adapt to changing circumstances, especially in remote and hybrid work environments. They expect their teams to also be flexible and manage their time effectively to meet changing demands.

Engagement and Commitment

Employers look for engagement and commitment, often interpreted to mean one’s ability to go above and beyond regular work responsibilities. They are appreciative when employees are proactive, innovative, and aligned with the organization’s success. One Gallup study shows 85% of employer view employee engagement as a critical factor of organizational success.

Continuous Availability

In contrast to Clear Boundaries as mentioned above, employees expect that employees will be available 24/7, especially in high-pressure industries. Many employers want their employees on-call in the event of an unseen urgent matter that arises, regardless of weekend or vacation schedules. In fact, the Society for Human Resource Management reports this is an expectation in more than 62% of employers.

Possible Solutions

So, what are some potential solutions for aligning these expectations between these two groups? How does one bridge the gap to benefit both sides?

Open Communication

One of the most effective steps to take is to work to ensure there is open, honest, and transparent communication between both groups. Regular check-ins and feedback sessions can boost trust and understanding of Work-Life Balanced needs and expectations, relative to organizational needs. Managers should be encouraged to hold regular one-on-one meetings with their team members to discuss workload, stress levels, and Work-Life Balance. This is one step in building a culture that values transparency and trust.

Flexible Work Policies

While not possible in some industries or organizations due to the nature of work transpiring, the implementation of flexible work policies catering to the diverse needs of the workforce can help balance productivity and personal well-being. Offering things such as remote work options, flexible hours, and compressed workweeks are examples of effective strategies. When and where possible, the creation of flexible work arrangements where employees are allowed to choose their work hours within a set framework can be very effective. For example, core hours where employees must be available can be established with flexibility around those times.

Supportive Work Environment

Employees need to believe their managers and the organization has an interest in their well-being. Creating a supportive work environment where the mental health and well-being of each employee is prioritized can result in increased employee satisfaction and improved performance. This might include access to mental health resources, encouraging breaks, and other areas that contribute to a healthy work culture. Encouraging employees to take breaks and regular time off can have a positive impact on employee burnout.

Clear Guidelines and Expectations

While sharing many traits with Open Communication, this is more about establishing a clear set of guidelines regarding availability, communication, and performance expectations. A policy in this area establishes what expectations are and can help manage both employee and employer concerns. This would include setting boundaries for after-hours work and defining productivity metrics. These policies must be clearly communicated to all parties and consistently enforced.

Conclusion

While my many conversations on both sides of the table have made it evident the challenges are significant, I believe that many can be resolved through mutual respect and clear communication. The first step in resolving any problem is to clearly and truly understand what the problem is before trying to establish a solution based on incomplete or invalidated data. By understanding and addressing these differences, organizations are much more likely to create a culture of harmony and productivity. Prioritization of the right Work-Life Balance is healthy for not only the individual, but the organization, as well.

As we continue to see the workplace cultural expectations evolve, the importance of managing Work-Life Balance cannot be ignored. Focusing on mutual understanding and support will help the organization and employees meet not only organizational goals, but individual well-being and satisfaction needs as well. Organizations finding success in this area will be more resilient, armed with an engaged workforce ready to tackle the challenges of today and tomorrow.

Looking for more information about Culture and its impact on Strategy Execution? For more information: https://strategymanage.com/practical-strategy-execution-certification/

Sources:

1. FlexJobs. (2021). Survey on work-life balance.
2. American Psychological Association. (2020). Mental Health Support in the Workplace.
3. Gallup. (2019). State of the American Workplace.
4. Deloitte. (2020). Global Human Capital Trends.
5. Harvard Business Review. (2020). Measuring Productivity.
6. McKinsey & Company. (2020). The Future of Work After COVID-19.
7. Gallup. (2020). Employee Engagement.
8. SHRM. (2019). Expectations for Availability.

You can also Sign up for our newsletter to get the latest information from us.