Work-life feedback from employees regarding whether the

Work-life strategies refer to measures and initiatives which the employer put in place to enable their staff to better manage responsibilities at work alongside their family and personal needs. It provides benefits such as improving employee engagement and satisfaction, improving attraction and retention of talent, and increasing employees’ productivity at work. Currently, Jess Hotel is facing problems of employees being unable to balance their work and personal life, and high staff turnover rate.As such, Jess Hotel can implement the 4-step work-life strategy. The first step is to establish the need to implement/modify a work-life strategy, whereby the top management has to see the importance of implementing it into the company. In Jess Hotel’s case, the top management did see the importance as it was the CEO who requested for HR to implement strategies to enhance work-life balance. The second step is to access business needs and employees’ work-life needs. The management believes that employee wellness and health programmes should not be conducted during the company operation hours, which shows that Jess Hotel’s needs is for their staff to be productive by performing to their maximum capacity. Next, based on the employee satisfaction survey, only 54% of the employees are able to maintain a reasonable balance between their work and personal life, and only 68% agree that the amount of work expected of them is reasonable. This shows that the employees’ work-life needs is to have sufficient time for both their personal and work life.The third step is to implement work-life programmes. There are 3 work-life programmes that Jess Hotel could choose from – flexible work arrangements (FWAs), leave schemes, and employees support schemes (ESS). FWAs is an arrangement whereby both employers and employees agree to a variation from the usual work arrangement, such as flexi-time, flexi-place, and flexi-load. Leave schemes provide employees with paid or unpaid leave, which are above those mandated by law. Examples include unrecorded time off for family/personal matters, and eldercare sick leave. ESS is a scheme which helps employees to manage their non-work aspects in their lives. For example, family day and counselling services/hotline for employee assistance. The fourth step is to measure the effectiveness of the work-life programme implemented. To evaluate its effectiveness, Jess Hotel can use both quantitative and qualitative measurements, such as the employee turnover rate and feedback from employees regarding whether the programme has met their needs. If it did not meet the objectives of providing their employees with better work-life balance, improvements will have to be made on the programme. The work-life programme that Jess Hotel can implement into its company is Flexible Work Arrangement. Since Jess Hotel’s staff are unable to balance their work and personal life, FWA can help enhance their work performance and quality of life by providing them with the flexibility to arrange their working time. Under FWA, there are 3 different options Jess Hotel can choose from – flexi-time, flexi-place, and flexi-load. Flexi-time provides flexible work hours for the employees. Jess Hotel can use staggered hours for the non-service staff, as it provides flexible daily work hours of at least 2-hour window, which means that employees who start their work at a later time, will end at a later time. The amount of tasks which non-service staff have to complete are given to them beforehand, so they will still be able to complete the same amount regardless of the time they arrive at the office. Such flexible work hours benefit employees who have certain personal matters such as having to bring their children to the doctor. Flexi-place allows employees to be able to work at a location away from their office. This can be used for Jess Hotel’s non-service staff as they are not required to interact face-to-face with the customers hence they can complete their work at any place that is convenient for them. For example, if they are to work from home, they will be able to cut down on travelling time, increase quality time with their family members, and still be able to complete the same amount of work done in the office.For flexi-load, Jess Hotel can use part-time work for its non-service staff. Part-time work is an arrangement for employees to reduce their work hours either through a reduction in the number of hours worked per day or the number of days worked per week. For example, the staff has to take care of his mother who had recently gotten a stroke and he is the only person who  can take care of her. By providing such flexibility, it provides him with more time to take care of his mother.The two other types of work-life programmes which Jess Hotel can implement are leave schemes and employees support schemes.For leave schemes, it provides employees with leave above those mandated by law. Such leave that can be implemented are unrecorded time off for family/personal matters, and eldercare sick leave. Unrecorded time off for family/personal matters are paid-time off given to employees in-lieu of payment for overtime or working on day off. This could be used for the non-service staff, as they are more prone to working overtime compared to service staff, resulting insufficient time spent with their family. Eldercare sick leave refers to time taken to take care of their elderly family member, which can be used for all staff. For example, the employee’s father had a high fever, she can therefore benefit from this leave to take care of her father. For employee support schemes, it provides help to employees in managing the non-work aspects in their lives. Such employee support schemes that can be implemented are family day, and counselling services/hotline for employee assistance. Family day is an event organised by the organisation where both employees and their family members participate in common activities, which not only bond the relationship between both parties, but also within employees themselves. For example, Jess Hotel could conduct a mini carnival for all their employees of different ages to enjoy with their family and colleagues. Counselling services/hotline for employee assistance provides professional help to employees who are facing personal or work stress. This allows employees to be able to find help easily before their condition worsens, and reduce any impact towards Jess Hotel such as productivity and staff turnover rate.There are 2 types of work-life strategy grant, which are Development Grant and FWA Incentive. Development grant is for companies who have implemented none or minimal FWAs, whereas FWA Incentive are for companies who have implemented some or many FWAs. Since the CEO of Jess Hotel wants the HR to implement strategies that will enhance work-life balance, it shows that there is little to no implementation of it in Jess Hotel. Therefore, Jess Hotel should first use Development Grant to implement FWAs into their company, and afterwards take on the FWA Incentives. Development Grant is a one-time grant of up to $40,000 per company, which provides financial help during the process of implementing work-life strategies. To be eligible for this grant, Jess Hotel has to appoint a work-life ambassador from the senior management and have at least one employee to complete the work-life training course. This grant will be given through 3 different transactions. The first $10,000, will be given after Jess Hotel has pilot at least 2 new FWAs ideas. To make the claim of $10,000, supporting documents such as the names of employees involved in the piloting, FWAs implementation plan, and needs analysis report has to be given. The next $10,000 will be given after Jess Hotel has formalised the FWAs that was being piloted and has added it into their HR policy. For the last $20,000, it is used to compensate for the expenses made by Jess Hotel during the implementation of work-life strategies. It helps to co-fund up to 80% for item such as work-life training and work-life consultancy, and up to 50% for IT infrastructure supporting FWAs and selected employee scheme. To make the claim of up to $20,000, receipts of such expenses would have to be shown. After receiving the Development Grant, Jess Hotel can take on the FWA Incentives, which provides a grant of up to $120,000 depending on the percentage of employees involved in the FWA. If it at least 20% or 30% employees involved, the total incentive received will be up to $75,000 or $120,000 respectively. The grant is split into 3 equal transactions over a period of 3 years, with one transaction per year. To be eligible for the grant, an additional requirement on top of Development Grant’s is to have no more than 6 in 10 employees on the same FWA type implemented. Also, to receive the grant, name list of employees who are regular users of FWA would have to be shown.


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