Redefining the meaning of work-life balance

Achieving a true work-life balance in the office is not dependant on a set of flexible working policies, but more on a culture of trust within the organisation. There is a strong correlation between environmental workplace factors, work-life integration, flexible working and workload and their influence on well-being; this is of particular importance as well-being is key to satisfactory employee performance. 

This is the principal conclusion of a research study conducted by Susanne Jacobs, programme director at management consultant The Positive Group, writing in People Management magazine on the CIPD’s website. Jacobs examines the drivers of trust and her report reveals that as “the need to integrate our world is universal” those who are not given the opportunity to work flexibly consequently suffer from diminished well-being.

Jacobs declares herself to be “not a fan of the term work-life balance” as it “assumes that work and home are separable and… we can move between each, neatly establishing life’s equilibrium”. However, as she points out, “our hopes, worries and priorities are carried with us at all times [and]… when something is happening in one area of our life it will impact all other areas.”

She describes the conflict between our working lives and our personal lives as a “direct source of distress that drains our energy and damages our performance and… a risk to both our health and our organisations’ reputations and economic output”. Something to quote at the boss when he next gives you grief for leaving early to take your child to the dentist.