Published on January 12, 2008
Life/Work Integration Efforts: Life/Work Integration Efforts RDML Mike Lefever Military Personnel Plans and Policy Division (N13) Women’s Leadership Symposium 26 June 2007 Life/Work Integration of the Past: Life/Work Integration of the Past Life/Work IntegrationImpact of Workplace Realities: Life/Work Integration Impact of Workplace Realities Increase in number of hours people work since 1948: 55 hours per week avg. with 3-5 travel days per month #1 Negative factor influencing command morale: Workload #1 Dissatisfier for four years straight SWO JO Survey: “Inability to plan personal/professional time.” Other factors negatively impacting retention: Rigid Career Path, Long Hours on Shore Tours “Stay until the XO goes home!” Career/Family timing: Career building years overlap with prime childbearing years (25-37) “Executive Status” overlaps with high school years for children Critical shortfall of 06 leadership Only 1/3 of NAE say senior leaders a good role models for balance Sources: SWO JO Survey 1999-2005, 2006 NAE Quick Poll and Focus Groups “Why would anyone want to be a CO? Those hours are even worse!” Life/Work IntegrationWorkforce Trends: The Opt-Out Revolution: Life/Work Integration Workforce Trends: The Opt-Out Revolution Voluntary separation 37% report they have had some voluntary break in employment 43% for women who have children On average, people who off-ramp do so for approx. 2.2 years The Hidden “Brain Drain” Only 5% said they would return to the employer they left On avg. it takes approx. 50% more to train someone new than retrain a current employee, as much as 150% for a skilled employee 93% of women who opt-out want to return to the workforce 74% are finding work, only 40% find it satisfying Pushed or pulled? Why do they leave? Sources: Marchese (2002) and Hewlett (2005) 37% 24% Pie chart demonstrates number of women vs. men who voluntarily off ramp during their careers. Life/Work IntegrationThe Opt-Out Revolution: Push and Pull Factors: Life/Work Integration The Opt-Out Revolution: Push and Pull Factors Sources: Center for Work-Life Policy (2005) Why Do Women Leave? Push/Pull Factors: “I worked there for 10 years. Working holidays and late nights, I even set my wedding date based on fiscal year due dates…when I had a baby (sigh)…after 5 months of juggling it all I asked for a flex-time. They said no, it didn’t fit our ‘corporate culture…’ I left, and took all my clients with me. Now the same company pays me almost twice as much just to be a consultant.” -Sarah Wilson Lincoln Property Senior Manager Society’s Primary CaregiversImpact on Workforce Participation: Society’s Primary Caregivers Impact on Workforce Participation Primary Child Care and Household Responsibilities Men vs. Women Source: National Parenting Association “40% of highly qualified women with spouses felt their husbands created more work around the house than they perform.” -Hewlett, HBR 2005 Winning the Battle for Talent Why is Life/Work Integration Important?: Winning the Battle for Talent Why is Life/Work Integration Important? Battle for Talent: Why is the Navy concerned? Unemployment is down and labor markets are beginning to tighten Baby-bust generation is about to hit “prime time” Number of workers in 35 to 45 age group is shrinking Skilled immigrant worker levels are stable Narrowing the skill gap: Women are entering into the skilled labor market at increasing rates Women constitute 58% of college graduates Women earn 45% of all professional and graduate degrees Number of women with graduate & professional degrees is projected to grow by 16% in the next decade vs. 1.3% for men Sources: US Dept. of Education Statistics (2006) and Hewlett (2005) Retaining Women is Critical to Winning the Battle for Talent Life/Work IntegrationIncentives to Stay Navy: Life/Work Integration Incentives to Stay Navy Officer Men Officer Women Enlisted Men Enlisted Women Assignment Assignment/Location Assignment/Location Assignment Location Sabbatical Base Pay Location Base Pay Flex Hours Bonus Base Pay Bonus Geographic Stability Geographic Stability Bonus Geo. Stability Base Pay Flex Hours Geo. Stability Flex Hours Pregnancy Deferment Geographic Stability Flex Hours Women lack connectivity with peers who “have it all.” “I’ve never met a [SWO] woman officer who was successful and had a child. I want to see one.” The majority of people who leave the Navy do so because they feel unable to balance personal vs. Navy responsibilities Not because they don’t enjoy their work or their community $5K Bonus Increase = 1% Increase Male Retention Life/Work Initiatives Highly Favored As Long As No “Career Penalty” How We Can Address the TrendsBuilding on Proven Corporate Success : How We Can Address the Trends Building on Proven Corporate Success TASK FORCE LIFE/WORK Geographic Stability Off-On Ramp and Sabbatical Create Flex Hours/Schedules Telecommuting Progressive Maternity and Paternity Policies Provide Outlets for People to Connect to One Another “Out the Door Rapport” Remove the Stigma of Flexible Work Arrangements “By 2030, women will hold a larger share of management and professional jobs than men, smart organizations will create positive cultures to win women in the war for talent.” -Employment Policy Foundation What We Can Do NowGeographic Stability, Off-On Ramp, Sabbatical: What We Can Do Now Geographic Stability, Off-On Ramp, Sabbatical Geographic Stability Program (GSP) “Number One” influencer of retention (men & women) Concept: Provide targeted opportunity where Sailors can focus on family in a geographic region of their choosing. Guaranteed up to 3 consecutive years or 2 tours in same region Career Intermission (Off-On Ramp) Pilot FY09 ULB Active to Reserve Component and Back for up to 3 years Retain medical, dental, commissary, NEX benefits Received full DoD support (voted “yes”) at ULB Summit 22 May Waiting for approval by Dr. Chu, USD(P&R) and OMB Sabbatical (General Reserve Officer Recall) Program Considered a true sabbatical: No Reserve Affiliation NPC can adjust DOR commensurate with experience level as long as Officers maintain commission within IRR, but no SELRES time How We Can Address the TrendsFlexible Work Schedules and Telecommuting: Flex Hour and Flex Schedule Jobs 89% of women believe access to reduced or flex hours is vital Alternative work schedules Work contracts that vary by employee (ie. 6am – 2pm or 10am – 6pm) Compressed work week (4 ten hour days, one day a week off) Shore Tour Telecommuting Allow selected personnel to work from home on scheduled days Helps personnel avoid long commutes in high traffic density area CAC card reader/software at home keeps personnel connected Progressive Maternity and Paternity Policies Revised Pregnancy Instruction: Expanded Operational Deferment Additional support for those enrolled in IVF programs Up to 21 days of administrative leave for Adopting Parents Possible administrative leave for New Fathers How We Can Address the Trends Flexible Work Schedules and Telecommuting How We Can Address the TrendsProven Corporate Success Stories: Provide Outlets for People to Connect Diversity Affinity Groups: ANSO, NNOA, SHPE Women’s Leadership Groups: SSLA, CGWLA, Academy Women Community Connections: SWO Network News, CEC Professional Network “Out the door rapport” If people choose to off-ramp, make it a positive experience so if they choose to return to the workforce, they choose the Military Reserve Affiliation and connecting civilian skills with Reserve time Remove the Stigma Eliminate the stigma of participating in work/life balance programs Promoting participants of these programs is essential Transformation of corporate culture is almost a prerequisite: “Only a leader’s devotion to these issues will give others permission to transform the conventional career path.” Dessa Bokies, Pitney Bowes How We Can Address the Trends Proven Corporate Success Stories Winning the Battle for TalentConclusions: Winning the Battle for Talent Conclusions Retention is a cause for concern – particularly among women Life/Work Integration is the key issue for both men and women A perceived stigma to participating in life/work programs Incentives other than money may positively affect retention – especially among women A menu of incentives may be necessary We are in competition with Corporate America who has greater flexibility in designing/implementing programs A cultural shift toward more flexibility overall required Precedents for Cultural ChangeCurrent Life/Work Practices: Precedents for Cultural Change Current Life/Work Practices Life/Work Integration Success is to Transcend from Practice to Culture Task Force Life/Work (TFLW)Bringing Ideas into Action: Task Force Life/Work (TFLW) Bringing Ideas into Action LOW IMPACT LOW COMPLEXITY TFLW Mission/Vision: Examine initiatives Navy can influence through policy change Identify efforts that require DoD/Congressional approval for engagement Solicit feedback from the Fleet on desired changes HIGH COMPLEXITY HIGH IMPACT Pregnancy Instruction Telework Sabbatical Paternity Leave Geographic Stability Off-On Ramp Incentive Bidding Flex Hour Schedule DOPMA Changes We’re not looking for the EASY button… We’re looking for the BETTER button!