Steps to a Successful Diversity Program

by WFC Resources

Jobs Vacancy, Employment, Job Vacancies

This month, one of our Newsbrief stories quoted experts who say while a solid diversity program is more important than ever before, it's time to be more subtle about it. Advertising your company as an Equal Opportunity Employer just doesn't do it any more. It can even be a turnoff, making minority job-seekers think they're being courted just to fill a quota. Here are some steps that companies say have helped them to build a successful diversity effort, reported in the latest issue of Staffing Management.

View diversity as a business advantage

"It has to be a business goal," says one recruiter. The Urban League reports that most companies noted for good diversity practices have been involved in those efforts for more than 20 years. The most important traits are commitment and involvement of top leadership. That doesn't happen unless it's linked to business.

Define Diversity, set goals and measure progress

Looking across the board at your company, says Texas Instruments' Diane Johnson, is not always a good assessment of diversity progress. Many times minorities and women are well represented in the workforce but not in leadership positions. She studies U.S. census data to find out how many engineers are in the population, the graduation rates and the percentage of women, blacks, Hispanics and other groups in those pools. "Then we compare our current population to see if we're on target" and set hiring goals. Managers make the final decisions, and their buy-in to hire diverse candidates is critical.

Hold managers accountable

At Pitney Bowes, diversity metrics are built into the corporation's business objectives and management compensation is tied to diversity. Managers are also held accountable at Allstate, which has mandatory diversity training. The company has moved away from emphasis on affirmative action and looks at having a diverse workforce as business strategy, as opposed to a legal mandate.

Tap the college market. Building a strong campus relationship requires a presence that is constant, positive and consistent. Staples has established ties with the student chapters of minority professional organizations, and brings in students as interns with an eye toward eventually hiring them as employees.

Connect with diverse professionals

Pitney Bowes has been recognized for its strong support and sponsorship of minority professional organizations and CEO Michael Critelli is current chairman of the National Urban League. Supporting such groups is one way the company stays on the leading edge of the diversity movement. One of their newer initiatives is an MBA Leadership Summit for members of Hispanic and black MBA associations, which is focused on career and technical development. They attend career fairs and national meetings, sponsor sessions and provide speakers for professional organization conferences.

Make community connections

Both Texas Instruments and Allstate reach all the way down into grade schools, supporting programs that target diverse seventh and eighth graders. Allstate is involved with numerous community programs that deal with tolerance, inclusion and diversity, partnering with the NAACP, the National Crime Prevention Council, the National Organization of Black Law Enforcement and the Hispanic Association of Police Commanders. They support the Women's Business Development Center and the Entrepreneurial Youth Institute, a partnership with the NAACP that teaches entrepreneurial skills to young people. All enhance their reputation as a company that is tolerant and inclusive of minorities.

Focus on a long-term strategy

Companies that have effective diversity efforts view diversity as a long-term strategy and use multiple vehicles to find viable candidates. That means committed time and resources. Said one executive, "Leadership commitment has to be real, not ceremonial. . . It means being an advocate. . .We as leaders must do this job ourselves. Diversity can't be delegated."

After 20 years, a whole new set of work-life issues

by WFC Resources

Jobs Vacancy, Employment, Job Vacancies

This year WFC Resources – and arguably the entire work-life field – celebrates its 20th anniversary. Back in 1984, “work and family” was a brand new term, totally focused on childcare. There’ve been some dramatic changes in the past 20 years, changes in the field of work-life, and in the focus of the work-life professional.

Some things have not changed. Quality care for children of all ages is certainly no less important. In our rush to please Wall Street, it often looks as if American society has forgotten that without healthy, nurtured children there will be no future.

Eldercare and other caregiving programs are more important than ever, and will continue to grow in importance as our workforce ages.

And it is still vitally important to help employees meet their other personal and home life obligations in order that they may be fully present when they're at work.

So we're not suggesting that we work-life professionals change our focus. We are suggesting it be broadened to include the basic needs of all workers. Here are some thoughts about what some of those needs are, and where we believe we work-life professionals must put our attention.

Wages

Wages may be the most critical work-life issue. This spring, a study by Northeastern University researchers reported that while output increased 7.3% between 2002 and 2003, hourly compensation grew only 1.2%. In every other economic recovery since World War II, labor compensation increased at a greater rate than corporate returns. This time, while corporate profits have achieved healthy growth, the real hourly and weekly earnings of the average wage and salary worker increased by only 1.6% over the past two years, from $15.10 to $15.63. As the attention of financial executives focuses on human capital, more work-life professionals are being called to the table where business decisions are made. Let's not let them forget while we're there that people must earn a living wage.

Health care

Health care is a key work-life issue for several reasons. First, of course, there are the uninsured, a group that’s growing by leaps and bounds. And now the link between high health care costs and jobs is painfully clear. Economists are saying that the unaffordable cost of health insurance is one of the main reasons job growth hasn’t kept up with the rest of the recovery. It’s also one of the reasons, along with wages, that U.S. jobs are going to India and China (although that’s a more complicated issue). The latest Mercer study says providing health care benefits could cost employers as much as 13% more in 2005 on top of the huge increases over the past few years. Many firms will shift as much as 4% of that increase to employees. Work-life professionals had better join the lobby for government help on this one; employees and employers must be confident about affordable health care that includes prevention as well as catastrophe protection.

Workload, stress and the focus on productivity

Every study ever conducted on the matter has linked stress with higher health care costs! Employers are trying hard to reduce employee angst with “stress management” programs, but there is no “program” that can counterbalance 70-hour weeks and the stress of unmet expectations and obligations both at home and at work. Researchers are finding that the benefits of stress management programs are, at best, short lasting, said a recent article in the Science Times section of the New York Times (9-7-04). With the assistance of Blackberries, Palms and WiFi, work obligations have pushed “like a climbing vine” into almost every corner of private life. An article by American University professors Joan Williams and Ariane Hegewisch published last month (9/6/04) in the Minneapolis Star Tribune (and originally in the LA Times) points out that the U.S. “productivity advantage” is just another way of saying that we work more hours than workers in any other industrialized country except South Korea. Our lead in the world vanishes when productivity is measured per hour worked. One mission for work-life professionals should be to encourage their employers and clients to know what a normal day's work is and enforce it.

Demographics and the quandary of the older worker

Each month our collection of news features more and more articles about the older worker, and it's a confusing state of affairs. Some companies are still offering early retirement packages to get rid of them and others are knocking themselves out to keep them as long as possible. Here are three factors involved in the decision:

1. As workers get older, their benefit costs rise (again, health care raises its ugly head) decreasing their value.
2. It behooves companies to hold on to those expensive older workers and keep their experience. Whether or not we agree that there is a severe labor shortage ahead, there seems to be no disagreement about the approaching shortage of leadership skills and experienced workers, as the Gen Xers, fewer in number, move into leadership positions.
3. You can’t fire a worker just for being old, and fewer are going to be enticed by a retirement package unless it replaces the savings they lost in the recent recession. More will feel forced to stay in order to replenish their savings.

Put them all together and they add up to an older workforce, and once employees begin to age, they need some accommodation. While there may be some costs involved, next month’s Trend Report will show that not only are companies doing that, they're also demonstrating a firm belief that the cost is nothing compared with the payoff. Work-life professionals should be ready to offer advice and counsel on how to go about it.

Flexibility and control

We all know by now, 20 years after the birth of our field, that these are two of the most important words in a work-life professional's vocabulary. We must help employers see that if they want employees to take responsibility, they must treat them like responsible adults, not school children. That means collaborating and agreeing on goals, making results measurable, and giving employees flexibility and control over how the work is done. And it means redesigning jobs so that those tasks that demand to be done in the office can be separated out wherever possible, leaving a "job" that's appropriate for flexibility. Work-life professionals can help.
Once we thought that if we did a good job, companies would catch on to the importance of hiring whole people and allowing them to have a life, and we work-life professionals would put ourselves out of business. Twenty years later it looks as though that's not going to happen any time soon. While work-life may be integrated into other areas of the company, and may even be called by names like "talent manager" or "retention strategist," the tasks of the advocate are expanding rather than contracting, and the stakes are only getting higher.

Colleges and universities meet to discuss work-life

by Leslie DiPietro

Jobs Vacancy, Employment, Job Vacancies

Reflections on Culture Change in the Academy

“We’ve come a long way, Baby!” That was the sense I got at the CUWFA (College and University Work/Family Association) conference in Santa Barbara in March. There was more talk about strategic planning and a focus on what Linda Siebert Rapoport (University of Illinois, Chicago) termed “total institutional transformation” – broad scale shifts in culture, rather than piece by piece change efforts. Work/life practitioners at universities are getting much more skilled in finding ways to integrate and “brand” what they are doing to further the overall mission of the school.

I also had the sense that the upper echelons of administration at many schools are—(finally!) beginning to “get it.” Several work/life directors came with their bosses (or their boss’ boss!) in tow, and they seemed actively engaged in the conference.

Competition for human capital is the driver here, expressed most frequently in terms of faculty recruitment. Academia is only just beginning to understand the impact of the large numbers of faculty who are fast approaching retirement. The AAUP (American Association of University Professors) calculated that in 2003, 35% of all full-time faculty were 55 and over. Work/life directors and practitioners are finding ways to calculate the percentage of potential retirees – both staff and faculty – and broadcasting ways the work/life program can help.

However, I did not hear a lot about the need to target programs or policies to staff, particularly hourly workers. (There are notable exceptions, i.e. UC Berkeley and Ohio State). Although there is general support and some movement toward flexibility policies, I didn’t hear of many institutions that were actively making progress towards adopting new policies, let alone policies that had an appeal process. Likewise, I didn’t find much movement toward management training for flexibility – something that we all agree is necessary to bring about a real culture change. This may be a function of many “old school” HR administrations, where a majority of work/life programs are housed, but work/life programs need to figure out how to make change in this arena.

Childcare services have (finally!) come into the limelight, particularly in terms of infant and toddler care. Several of the “top tier” schools, such as MIT, Harvard, Michigan and UC Berkeley, have built, or are building, new centers, and it's just a matter of time until pressure from peer institutions brings more schools into the fold. Many are choosing to outsource the management of these centers, although some have formed creative partnerships between the work-life programs within the University and outside vendors. Most of the change in this area seems to be coming from the need to recruit top-level faculty by showing the “bricks and mortar” commitment, whereas students’ childcare needs are by and large being met through additional scholarship money. In this way, more student-parent families can be served than would be the case if they were allotted a small proportion of spaces in campus childcare centers.

If you had asked me a year ago whether domestic partner benefits were prevalent at universities and colleges, I would have said a resounding “yes” (with the exception of some Bible Belt schools.) Today, however, I am less optimistic, given the voters’ repudiation of Affirmative Action policies in states like Michigan, where the courts recently overturned domestic partnership benefits in public universities and colleges.

Also, there are clear indications that students are leaving school – both graduate and undergraduate – with staggering amounts of debt. This may be an area with which work-life programs (the ones that serve students, at any rate) may be able to help by sponsoring financial planning workshops for students, for example..

I asked some attendees if they thought there were areas where business could learn from colleges and universities, and Sam Hester, CUWFA President and work-life manager at the University of Texas Health Science Center in Houston, had this to say: One of the strengths of the academy is its emphasis in providing and nurturing an environment that promotes creativity and freedom of though and expression. Some of the “great” companies have created a corporate culture that fosters creativity and open expression of ideas. I think that our long history of academic freedom might provide a model to business in creating this type of open environment.”

Linda Rapoport believes businesses could apply the tenure clock flexibility model (the practice of pausing the “time to tenure” clock for faculty who need time off due to birth, adoption or care for a family member with a serious illness) to careers in accounting firms, for example. And Jennie McAlpine, director of the Office of Work/Life at the University of Michigan, pointed out that some colleges have had childcare programs as part of their teacher training curriculum since the 1940’s, and that currently they set a high bar for quality in the communities where they are located.

CUWFA members saw a potential for partnership, agreeing that universities have a lot to offer in terms of research capabilities. Businesses would do well, they said, to tap their expertise.

David Thompson, a friend and former work-life director at both Purdue and Microsoft, once told me that it takes universities about seven times as long to make meaningful cultural changes as it does for private industry. (I don’t know what his source was, but I’m confident he has one!) This fact obviously reflects huge differences in academic culture versus business culture. Although it can be maddeningly hard to wait to see these changes adopted, if I learned one thing when I was in academia, it was that change will happen, and it will be “well-tested” in the process. So hopefully, the change will stick!

The Happy Workaholic: A role model for employers

by Stewart Friedman and Sharon Lobel

Jobs Vacancy, Employment, Job Vacancies

Business books are filled with common-sense admonitions insisting that leaders be role models. We have reason to question whether this common wisdom is truly wise.

Can a workaholic executive be an advocate for something that does not mirror her own personal lifestyle choices without appearing hypocritical? The executive we call the "Happy Workaholic" values work over other activities and invests her time and energy accordingly. Contrary to popular belief, "Happy Workaholics" can advocate for employees to realize both their company’s goals and what matters to them in their personal lives. They serve as role models, not for "balance" in the usual sense but, rather, for authenticity.

Authenticity means knowing what you truly care about and devoting your attention and activities to these ends. Research indicates that people find a sense of fulfillment from being true to themselves. Happy Workaholic executives know that when employees feel fulfilled in all aspects of their lives then they are better able to add value to their companies.

We conducted about 100 interviews in 25 organizations over a period of 4 years (1999-2002) to find out how Happy Workaholics, who willingly subjugate personal priorities for the sake of their careers, create and sustain cultures in their businesses that support employees’ fulfillment of work and personal life goals. How do they do it? Here’s a summary of what we found.

In one-to-one interactions with their people, Happy Workaholics respect diverse choices about work and personal life, talk to employees about what matters most, help employees take responsibility for their choices, and foster trust. They:

• Assume responsibility for helping employees act on their values and priorities
• Make it easy for employees to discuss personal life challenges when necessary
• Get to know people on a personal level
• Stay abreast of employees’ personal priorities and ask about them

Happy Workaholic executives also engender support for their employees through system-wide actions. They broadcast their advocacy for authenticity (making work and personal life choices that are aligned with one’s values and priorities); tell their own stories publicly; question basic assumptions about how, where, and when work gets done; actively encourage innovation in the design of work; focus on results, not process; and change performance management systems to support authenticity. Happy Workaholics:

• Sponsor discussions that address the impact of the organization’s culture on the expression of diverse core values with respect to work and personal life
• Incorporate support for both work and personal life in the organization’s mission statement, vision, operating principles and management practices
• Provide resources, financial and political, needed for successful change efforts
• Make sure everyone feels free to speak up about new ways of getting things done
• Recognize and reward employees for identifying inefficient work practices
• Ensure that workloads are manageable
• Hold employees accountable for results, not face time at the office

A new generation of senior executive men and women is on the rise. They represent greater diversity in the choices executives make about how they lead their lives at work, at home, in the community, and for themselves. Our bet is that the market for talent increasingly will favor organizations with the highest proportions of authentic executives. Which type dominates yours?

Combating Sleep Deprivation in Shiftworkers

by WFC Resources

Jobs Vacancy, Employment, Job Vacancies

This tip comes to us from an article in a periodical called Occupational Hazards. Writer Josh Cable interviewed Bill Sirois, senior VP of Circadian Technologies, about how to make sure your shiftworkers aren't sleep-deprived.

We weren't built for shiftwork, says the article, so it's up to employers to manage the risk factors that come with the territory. Educating your shiftworkers in the following areas can help you make a positive impact on their safety, health and productivity.

Caffeine management: Caffeine is a powerful stimulant, but drinking too much coffee or drinking it late in a shift can interfere with sleep. Encourage shiftworkers to use coffee in moderation and to drink coffee at the front end of the shift; they should switch to decaf or juice for the rest of the shift.

Diet: Encourage shiftworkers to "graze" through their shifts on low-fat, low-sugar snacks such as low-fat crackers, popcorn, pretzels, tossed salads and celery and carrot sticks with low-calorie dip.

Exercise: A 20-minute aerobic workout can delay by 3 to 4 hours the energy/alertness drop that workers experience during their circadian lowpoint and can help workers sleep when their shift is over, according to Sirois. That's why Entergy Corp.'s Pilgrim Nuclear Power Station in Plymouth, Mass., has installed aerobic equipment in its facility. "Guys are encouraged to use it if they're feeling a bit down," says Paul Coffey, a project manager at the facility. The facility also has incorporated surveillance walks into the schedules of many of its 125 shiftworkers.

Naps: A 20-minute power nap has been scientifically proven to provide a 4-hour boost in alertness and productivity, according to Sirois. Develop a policy that allows overly tired workers to take short naps – with supervisor permission – as needed or during breaks.

Scheduling: A growing number of employers are moving away from 8-hour schedules to 12-hour schedules; advocates include author Glenn McBride, who contends that 12-hour schedules, if managed properly, provide more energy, recovery time and quality time with family. Sirois recommends starting morning shifts around 7:30 or 8 a.m. to accommodate the circadian rhythms of the most workers. For rotating schedules, clockwise rotations from days to evenings to nights are user-friendly; counterclock-wise rotations "are extremely stressful," Sirois says. Any restructuring of schedules only will succeed with employee involvement and input.

Training: Incorporate education on the basics of sleep, circadian rhythms and other shiftwork issues and strategies into training. Bayer Material Sciences of Baytown, Texas, hired Circadian Technologies to provide train-the- trainer classes for six of its employees, and now the facility provides mandatory training for its newly hired shiftworkers and newly promoted shift supervisors as well as voluntary training for all employees, explains site HR Director Shirlyn Cummings. Training covers sleep management, nutrition, family relationships and other tips and guidelines for managing a shiftwork lifestyle. Family members, spouses and friends are encouraged to attend.

Work environment: Changes to the work environment can reduce physical and mental fatigue. Bayer Material Sciences, for example, recently lifted a 35-year ban on music in its 15 or so control rooms. Cummings says the previous anti-music policy "was based on the belief that additional noise or music would be a distraction," but recent research shows that "within certain parameters, music actually is a stimulant." Other musts in a work area include bright, full-spectrum lighting; bright colors on the walls; good airflow; and temperature control, as the human brain works best in a 68- to 70-degree environment.

Talent management is now everybody's business

by WFC Resources

Jobs Vacancy, Employment, Job Vacancies

In 1999, Marcus Buckingham and Curt Coffman of The Gallup Organization wrote a book called First, Break All the Rules: What the World's Greatest Managers Do Differently. It was a good book, essentially about talent management, and it was directed towards managers. After analyzing more than 80,000 interviews conducted by Gallup during the past 25 years, the authors outlined four keys to becoming an excellent talent manager: Finding the right fit for employees, focusing on their strengths, defining the right results, and selecting staff for talent rather than just knowledge and skills. "The point," said the book, "is to focus people toward performance. The manager is, and should be, totally responsible for this."

Times have changed. While the description of an excellent talent manager may still apply, it looks like that manager now has some help. A report released last month by the Conference Board, nearly four years later, says talent management is coming into its own. They call it "a major force in corporate strategy" and a "relatively new and increasingly popular human resource area." The report is called Integrated and Integrative Talent Management: A Strategic HR Framework.

What’s really new is the word "integrated." The report talks about "a fully integrated approach" to managing talent. What it means is that no longer is the manager totally and solely responsible for doing that job. Now he/she has the help of not only the human resources department, but the whole leadership team and the board of directors as well.

Managing talent (or human capital) now lies prominently in strategy, says the report, at the core of business success. It means integrating all of a company’s human capital initiatives, anything and everything that is focused on recruitment, retention, professional development, leadership and high potential development, performance management, feedback and measurement, workforce planning, and culture. Such integration says – loudly and clearly – that its people are a company's most important asset.

The report is based on a study of 75 HR executives who direct areas like organizational development, leadership development, succession planning and – in some cases – talent management. Among them were Time Warner, Hewlett-Packard, Delta Air Lines, Medtronic, PepsiCo, Synovus Financial Corp., Goldman Sachs, and Johnson & Johnson. The study found that talent was seen as critical to success in these companies, and that "its management is integral to all aspects of the business." Less than one-third of the surveyed firms cancelled talent management initiatives due to the economy; less than half significantly cut them back.

More than half of the 75 companies reported that their entire leadership team is held accountable for talent management results.
Nearly two-thirds see their use of talent management initiatives as "integrated," defined as the fitting together of different talent management programs to create a single, coherent system. "This study," says author Lynne Morton, principal in Performance Improvement Solutions, "shows that talent is seen as critical to success and that its management is integral to all aspects of the business.”

Integration is still relatively new, says the report. On average, companies that view their talent management programs as integrated say they have only been that way for about 10 years. Some said some of the components had been integrated for only one to three years and a few described themselves as relatively new to integration.

What does it all mean in relation to work-life? The obvious purpose of work-life initiatives is to recruit and retain talent, to create a culture that allows employees to be fully productive and to focus on work when they’re working, a culture that encourages them to feel enough loyalty so the company’s investment in them is maximized, and enough satisfaction so they're willing to go the extra mile. Integrating talent management is a way for human resources and work-life staff to strategically align themselves with the whole organization. If talent management is integrated, work-life will have a very secure seat at that table where business decisions are made.

At least for a while. Eventually, depending on the extent of the integration, work-life may be integrated right out of existence.

Duxbury gives us a recipe for a supportive workplace

by WFC Resources

Jobs Vacancy, Employment, Employment Jobs

Canadian researcher Linda Duxbury has been responsible for some remarkable and powerful work-life research. In 2001, she and Chris Higgins surveyed 32,000 thousand employees and concluded that job stress and work overload are seriously harming the health, family life and future of Canada’s workforce. Employees were so stressed and overloaded that they were abandoning or putting off plans to raise a family. They reported that both management and organizational culture were unsupportive. In many companies there were no supportive policies that employees were aware of, and in others they were there, but either unclear or unequally applied, and there was no accountability with respect to their use. Too much change and too much travel exacerbated the stress, and temporary or part-time employees reported no benefits, insecure jobs and little control over their work. Many had eldercare, financial or other personal problems that spilled over into the workplace.

More than 10,000 respondents wrote comments at the end of the survey, and those comments have formed the basis for a new report called Voices of Canadians: Seeking Work-life Balance.

Here's a summary of their conclusions – and suggestions for solutions. We think they're a comprehensive recipe for a new kind of workplace – one that works for everyone.

Employers, they say, need to focus their efforts on increasing the number of supportive managers within the organization; providing flexibility around work; increasing employees' sense of control; and focusing on creating a more supportive work environment.
They must improve the "people management" practices in their organization. Managers at all levels must be given not only the skills and the tools that will enable them to be more supportive, they must have the time they need to manage this part of their job. People management has to be seen as a fundamental part of a manager's role, not just as an "add on" that can be done in one's spare time.

Managers also need incentives to focus on the "people" part of their job. Rewards should focus on recognition of good people skills and it should be part of promotion decisions, hiring decisions, etc.

Employees must have more flexibility around when and where they work. The criteria under which these flexible arrangements can be used should be mutually agreed upon and transparent. There should also be mutual accountability around their use – employees need to meet job demands, but organizations should be flexible with respect to how work is arranged. The process for changing hours or location of work should, wherever possible, be flexible.

Organizations that want to increase employees' work-life balance need to move away from a focus on hours to a focus on output; performance measures should focus on objectives, results and output, and rewards should be based on output, not hours. People who have successfully combined work and non-work domains should be rewarded and promoted. Those who work long hours and expect others to do the same should not.

The policies in place must be communicated regularly, along with how they can be accessed and any restrictions on their use. Encourage their use by having senior management model appropriate behavior, conducting information sessions, discussing how others are using them successfully, etc. Employees must be made to feel that their careers will not be jeopardized if they take advantage of supportive policies. Measure their use and reward those sections of the organization that demonstrate best practices in these areas. Investigate those areas where use is low.

Give employees the right to refuse overtime work. Some organizations may want to give management limited discretion to override the employee's right to refuse overtime (i.e. emergency situation, operational requirements), but this should be the exception rather than the rule. Implement time-off arrangements in lieu of overtime pay.

Provide a limited number of days of paid leave per year for childcare, eldercare or personal problems.

Make it easier for employees to transfer from full-time to part-time work and vice versa. Introduce pro-rated benefits for part-time work, guarantee a return to full-time status for those who elect to work part-time and allow an employee's seniority ranking and service to be maintained.

Examine workloads. If certain employees are consistently spending long hours at work (i.e. 50 or more hours per week), determine why this is occurring (e.g. career ambitions, unbalanced and unrealistic work expectations, poor planning, too many priorities, lack of tools and/or training to do the job efficiently, poor management, culture focused on hours instead of output) and how workloads can be made more reasonable.

Says Duxbury, "Employers need to realize that this is a very complex issue and that many employees blame them when their lives aren't working; that policies will not work if the managers do not walk the talk and if the culture within the organization does not change; that work-life conflict is not just an issue for women or employees with young children, but a problem for us all. It just looks differently at different times in our lives. Work-life professionals need to help employers integrate work-life into the mainstream of their business, and realize this is not a feel-good issue. This is a business issue."