Researching & analysing issues affecting personal effectiveness

Managing programs that promote personal effectiveness

Introduction

In lesson 1 we examined a broad number of issues that impacted on performance

As mentioned earlier employees have experienced increasing demands being made of them in the workplace

We will now look at ‘understanding issues that limit personal effectiveness’.

Health and wellbeing practices are built on the premise that employees will be more effective and productive, if they are healthier, fitter and better able to manage stress in work and in their private lives.

Work-life balance programs and personal effectiveness

Activity: How has the Australian workforce change over the last decade?

More women in the workforce The economic necessity for both husband/wife pertners

to be engaged in work More organisations required to provide services outside

normal 9-5, Monday to Friday framework An ageing workforce – loss of skills and knowledge Rapidly changing technology – need to keep up-to-date Increased workplace diversity e.g. different cultural

backgrounds

Defining BALANCE

Balance means different things to different people, finding the ‘right’ balance is the challenge for the individual to determine e.g. personal satisfaction

Self management frameworks state different dimensions Sleep Play Work Spirit

Activity: what would be the consequences of too much: Sleep Work Play Too much time devoted to spiritual pursuits

Development of self knowledge and identity

What is it that motives them? What they genuinely find enjoyable? What they really regard as work? Then developing ‘self-direction’ Activity: make a log of things you do over a

fortnightly period, 30 minute intervals over 24 hours, 14 days. Analyse the log in terms of the four dimensions – then express them as a %. Draw conclusions about balance in your life

Review research findings & consider organisational implications

Developing health and well-being programs are part of the solution that HR can be involved in.

However both managers and employee need to take ownership

Research can done at: Health, fitness and work-life related balance professionals Management and HRM journals & texts Internet searches State and federal government publications Trade union publications Networking – word of mouth Business organisations Newspapers and magazines

Developing personal effectiveness program options

Organisations need to evaluate and dapt personal effectiveness programs and strategies to meet heir specific needs. Program could include:

Stress reduction Increased physical fitness Reducing high blood pressure Reducing cholesterol levels Weight reduction Nutrition Reduction in tobacco, alcohol and drugs Health risk appraisals Cancer screening Influenza vaccination Mental health and suicide awareness

Work-life balance strategies that have become popular over recent times

List as five strategies: Part-time work Job sharing Flexitime Tele-commuting Compressed working

weeks Leave without pay Parental leave Subsidised gym

memberships

Phased retirements Employee assistance

programs EAP Purchased leave Rostered days off (RDO) Child care Carer’s leave Emergency services leave Annualised hours Financial planning and

seminars

Learning activities

Consider the personal effectiveness program just discussed, can you identify organisation that have them … discuss it in small groups

Case study/reading Book Excerpt: The Sev

en-Day Weekend a

Obtaining management support & commitment to PEP

Management makes decisions on well developed business cases and estimated return on investment

PEP can be developed & implemented by: Determining what employees need (want) … through surveys,

group discussions and feedback from customers Identifying business objectives e.g. reducing worker’s

compensation claims, turnover statistics, absenteeism etc Tailoring policies & programs to meet employee & business needs Setting clear guidelines Communicating the ‘what’ and ‘why’ Tracking and evaluating regularly