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Work - Health balance
Work-family relationship balance (work-life balance) employees in an organization are experiencing family life in addition to their professional lives. The family is of great significance to the employees themselves, and it also has a lot of impact on the professional life. The potential conflict between work and family affects professional life even more than personal development goals affect career.

Definition
Work-life balance, also known as work-family balance plan, refers to a plan to help employees understand and correctly view the relationship between family and work, reconcile the conflicts between occupation and family, and relieve the pressure caused by the imbalance of work-family relationship. Generally speaking, the main problem for single adults is finding a spouse and deciding whether to marry and start a family. In the early post-marriage period, adapting to the lives of the two, deciding whether to have children, and making long-term commitments to family style and financial requirements becomes a top priority. After a child is born, experiencing the experience of being a parent, taking on the responsibility of raising and educating the child becomes the primary task. When their children are adults, they not only have to adapt to the empty nest life, but also start to provide food and clothing and financial care for their parents. Some of the pressures that need to be formed will affect employees' work mood and energy allocation, while others will form strong professional needs and work motivations, and ultimately affect employees' participation in work. The main measures to develop an effective work-family balance plan include: providing employees with consulting services on family issues and stress relief, creating opportunities for visits or networking to promote mutual understanding and understanding between family and work, and extending part of the benefits to employees’ families. Share the family pressure of employees, include family factors in consideration of the constraints of promotion or job change, and design flexible work systems that meet family needs for choices.

Key factors of work/life balance
Key factors of work/life balance

Designing better work/life balance benefits is a way for HR managers to help contribute to organizational goals. The work/life balance plan should be reviewed regularly. David Cutterbuck is an expert in the field of work/life balance in organizations. He puts forward three key elements of this review process:

1. Evaluate the work/life balance benefits provided. Are there other work/life blessings that can be provided but are not currently provided? What work/life benefits are provided by similar organizations?

2. Communication between management and employees. How satisfied are employees in organizations that have implemented a work/life balance plan? Would you like to have other benefits? Human resource experts should conduct frequent surveys to evaluate employee satisfaction and their perceptions of the work/life balance in the organization. These results should be fed back to management and non-management employees, and survey feedback can be used to improve the plan.

3. Assess the return on investment generated by the work/life balance benefits provided. Although the benefits of a good work/life balance may seem obvious to employees, what are the benefits to the organization and how to evaluate it? It is difficult to assess the direct contribution of work/life balance benefits to earnings and profits. Cutterbuck pointed out that the influence of work/life balance is medium-term, or indirect, similar to retention rates, company reputation, productivity, quality, creativity, and customer service.

This means that work/life balance measures are a means to achieve an organization’s efficient production, not an end in itself. In essence, high-quality work/life balance benefits will improve employee job satisfaction and productivity, reduce employee turnover and absenteeism, and help recruit high-quality applicants. These factors then affect the organization's goals, such as earnings, profits, or stock prices.

With the changes in the workplace demographics, the increase in working hours and the general dissatisfaction of employees with their work, it is not surprising that human resources experts say that recruiting and retaining employees is the biggest challenge in 2005. Taking steps to create a better work/life balance in the organization is a way that human resource experts plan and act first to ensure the success of the organization. Because each company’s culture is different, HR professionals should decide what is the best way to introduce work/life balance plans to their senior executives. One strategy that may be particularly helpful is to recommend work/life balance plans as a way to increase organizational productivity, not just as a "good thing" for employees. The previous approach was to recommend HR experts and work/life balance as solutions to productivity problems-an important business concern. In addition, unlike adding other benefits, such as better health care or increased vacation days, this benefit usually does not require the company to invest extra-budgetary expenditures.

In order to maintain a work/life balance plan and obtain support for the plan within the organization, it is important to track the influence of the plan and demonstrate the commercial value of these measures. The way to do this is to count the employee turnover rate and job satisfaction before and after the implementation of the work/life balance plan. If attrition rates are reduced, it is possible to link these good results with work/life balance measures. As a result, HR experts can calculate the productivity gains obtained from reduced employee turnover and higher employee job satisfaction.
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