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Striking the right work/life balance:
Building employers of choice
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Charlie Coffey
Executive Vice President
Government Affairs & Business Development
RBC Financial Group
Work/Life Balance Community Forum
Centre for the Arts
Cambridge, Ontario
Wednesday, May 11, 2005
Mayor Craig (Doug), thank you for the hearty Cambridge welcome
and warm introduction…I've been to this city enough times
to know that it truly is "a fine place to do business,
a great place to call home." Cambridge is often described
as a thriving city, a well-positioned city, a quality of life
city and a vibrant, unique business/trade city - a vital member
of the triangle. I couldn't agree more on all counts. And
Cambridge is also a city that takes pride in its people and
its future. The Mayor's leadership speaks volumes. Whether
it's in part because of his teaching, public affairs, newspaper
or public service background, (which includes some time on
a daycare advisory committee), it's clear that the man who
some of you will see at the Cambridge Mayor's Gala Dinner
& Auction tomorrow night - an event that recognizes Toyota
Motor Manufacturing Canada as the first recipient of the Mayor's
Community Award (with proceeds supporting child and youth
programs) - is a Cambridge man who gets it.
It's equally clear that the same Mayor who will be hosting
the 12th annual Mayor's Award for Excellence in Workforce
Training & Development on May 16th understands that in
"today's competitive business environment, sound, strategic
workforce training and development simply makes good business
sense. Organizations are benefiting from the long-term value
provided by a well-trained and forward-thinking workforce.
Training and development enhances a company's competitive
advantage, improves efficiency and directly influences employee
goodwill." In recognizing workplace leaders, Cambridge
is emphasizing the role that learning plays in driving this
city's innovative growth and economic prosperity. And the
City is also emphasizing the importance of work/life issues
in business and in the community. We know the Mayor and the
City of Cambridge gets it. So does the Social Planning
Council of Cambridge and North Dumfries.
As most of you know, the Council engages community residents,
human service organizations, governments, business and investors
in its varied work. From independent, community-based research
and planning, to groups such as the Cambridge Action on Homelessness,
Work-Life Balance, Employment Facilitation of Cambridge and
North Dumfries and the North Dumfries Community Development
Network, this Council is nothing less than leadership in
action. Linda Terry and her team are evidence of that
- as both Nora Spinks and I are here today because of the
Council's determination to place work/life balance issues
on the front burner.
We're in Cambridge to talk about the value of work/life balance
and to engage all of you in thinking, dialogue and action.
Work/life balance is "an issue in Canada because of the
significant changes taking place in multiple dimensions. Global
economic change, new technology and the shift to the knowledge-based
economy, coupled with population aging, are creating labour
shortages right here and in many countries around the globe.
The nature of work, the organization of work, and employment
relationships are all changing. There are (also) a large number
of social and institutional changes taking place in Canada
affecting families (for instance, there are many more dual-earner
and single parent families, affecting employees' needs in
the work place). Employers (and some employees) are seeking
more employment flexibility. Changes to the composition of
the workforce and to work structures are resulting in greater
work-related stress, due to increased workload, non-standard
hours and job insecurity. Work-related stress and work-life
conflict are a growing concern for employees and employers
who are experiencing increased benefit costs, absenteeism
and productivity losses. The workplace is where there is a
convergence of the major changes in Canadian society and the
economy." (From The Changing Face of Canadian Workplaces,
Government of Canada - Department of Human Resources and Skills
Development). And striking the right work/life balance
is also about building employers of choice.
Since I have the pleasure of sharing this podium with a woman
who is the epitome of leadership in action and a good
friend of RBC, I'm taking the liberty of quoting Nora Spinks,
without stealing her thunder. Nora has often said: "unless
there are "teeth" to work/life strategies, they
are only a piece of paper." She couldn't be more
right on the mark. In developing work/life balance strategies,
we must remember to "clearly articulate roles and responsibilities
and identify accountability measures." Clarity usually
builds for success…
As RBC Financial Group's CEO, Gord Nixon confirms, "We
believe that our success as a company is intrinsically connected
to the economic and social well-being of our community and
our country. Behaving in a socially responsible manner is
not just something we want to do. It's something we know we
must do as an essential part of our relationships with our
customers/stakeholders and as a strategic investment in the
future prosperity of a civic society… we believe that
by contributing our funds, our network, our leadership and,
most importantly, by encouraging and celebrating the involvement
of our people, we can make a difference in helping to build
a strong, healthy society". Being socially responsible
starts right in our own backyard, where supporting our people
makes the difference in promoting and sustaining a healthy
workplace and healthy communities. RBC is strongly committed
to investing in our people…not only by offering competitive
compensation and benefits - but by investing in learning and
education - by fostering a work environment that values communication
- and by supporting diversity as well as work/life solutions.
At RBC, work/life is a formal series of policies, programs,
resources and benefits for our employees, designed to help
people manage work, family and personal responsibilities over
a lifetime, while meeting and supporting business objectives
and strategies. Establishing work priorities within our broader
life framework is a partnership between RBC and employees.
We also continue to develop innovative ways of looking at
where, when and how work is done - offering choices and customized
work accommodation options as well as introducing workload
management solutions. RBC is in the business of building business…and
it begins with the way we care for and treat our people. People
are our most valuable asset. Technology and financial products/services
can be copied, bank rates can be matched… and the list
goes on. So what's left? The one sustainable advantage is
what's left - the best people in the business. To secure and
manage the "top talent" on our team and your teams,
not to mention be an "employer of choice", we must
all be creative/flexible in our approaches.
Work/life helps RBC respond to the ever-changing nature of
the workforce/workplace, recruit and retain employees, increase
individual and organizational performance, leverage diversity,
reduce stress and short-term absenteeism, as well as gain
a competitive advantage. Work/life continues to have a strong
tie to diversity, which is why it's a high priority on the
agenda of RBC's Diversity Leadership Council, a Council composed
of senior executives from all businesses in Canada/United
States and chaired by Gord Nixon. We're now operating in the
most diverse marketplace, with the most diverse workforce
we've ever seen. The most successful organizations will be
those that best adapt to the current reality - that re-shape
their cultures - that plan for the future today. The replacement
cost of "top talent" is huge… just consider
this: "Canadians who have a hard time juggling work/life
are costing employers at least $2.7 billion a year in lost
time due to stress, medical leaves/health care costs, absenteeism,
lost productivity."
More research tells the story… an AON Consulting Canada
work-study, in partnership with RBC, resulted in some of the
following findings:
- "Acknowledgment of people's needs outside of work
is the key driver to employee commitment - outranking compensation,
benefits, training, job growth; acknowledgement costs companies
almost nothing and the payback can be enormous in terms
of improved employee morale;
- Employers who help workers manage work and personal needs
will not only retain more of their workforce but also attract
new recruits looking for companies with a "people first
agenda," such as progressive work/life initiatives
and pay-for-performance incentives."
A 2002 RBC survey, conducted by Ipsos-Reid, "showed
how information technology and the Internet shapes Canadian
family life, and helps families and small business owners
better balance the new demands and opportunities of home and
work life. The survey also demonstrated that the PC and the
Internet are redefining how Canadians approach many aspects
of their lives. More than ever, people can work at home in
a fashion that replicates the office. More time working and
less commuting time means more time with the family. The tangible
benefits of telecommuting are many: 77% say it increases job
satisfaction - 72% say it allows more time with the family
and 58% say it permits more convenient child care arrangements."
On February 2, 2005, the Jeune Chambre de commerce de Montréal
(JCCM) unveiled a new position paper, which proposes measures
to create a better work-life balance. "The Jeune Chambre
de commerce de Montréal believes it must contribute
to this debate. It's essential that they (governments and
business) understand and react to the needs of the next generation,
and that all those who are involved take responsibility for
reaching this balance." From more flex time, daycare
hours and telecommuting (better time management), to increased
information/accessibility, not to mention, the support of
non-conventional work styles, such as self-employment (for
example, "family savings plans to ensure long-term financial
stability"), young professionals are speaking up and
speaking out about work/life balance priorities.
Research of Canadian law firms "shows that work life
balance is now an issue for both male and female lawyers.
A new study released on March 16 by Catalyst Canada (based
on a survey of more than 1400 lawyers across the country),
presents a strong business case for flexibility in law firms.
The study, Beyond a Reasonable Doubt: Building the Business
Case for Flexibility, demonstrates that losing legal talent
because work life balance issues in firms are not being addressed
can cost millions of dollars a year."
"There is of course the odd company that is spoken of
in hushed, awed tones by workplace-family experts. Husky Injection
Molding Systems of Bolton, Ontario, is one such company. Founder
Robert Schad receives kudos for his progressive employment
practices and his work with environmental groups. Campus life
offers fitness and wellness facilities, a child development
centre, subsidized cafeterias, a commitment to recycling,
and natural landscaping. Staff have at least diplomas, but
usually degrees, in early childhood education, and there is
far more staff than what the law demands."
As for RBC, our work/life solutions have come a long way since
we launched the original Work and Family program in 1990.
We've gone from being reactive and active, to proactive and
now interactive. We also developed an Intranet web site for
staff that outlines work/life components and how our people
can benefit from the variety of programs.
Here are some examples of our work/life tools and choices
offered across the country - and of course right here in Cambridge
- solutions that help us invest in our people and build healthier
workplaces and communities:
Flexible Work Arrangements. We experiment with various
work arrangements where it's in the interest of employees,
the organization and our clients. We provide ongoing professional
development and career opportunities to those employees who
choose to pursue flexible work options. Some options include:
reduced hours, job sharing, flex-time, modified work week,
flexi-place (working off-site, from home or a satellite office)
and phased retirement.
With more than 1000 job-shares across the country, we're
finding that our teams tend to be very productive. In many
cases, customers also tell us they're receiving better service
because two people are familiar with their account/business.
Wellness. A diverse range of employee health service
resources and information is available to our people, including
access to health and safety committees and the RBC EmployeeCare
Program…employees can gain information/support on a number
of health and wellness related topics via telephone, e-mail,
online and one-on-one meetings.
Dependent Care. The RBC EmployeeCare Program, our
combined employee assistance and work/life support services,
provides up-to-date, expert information and support, 24 hours
a day, 7 days a week - to help employees deal with various
life issues such as parenting and quality child care, resources
for seniors - eldercare, disability and accessibility. Professional
consultants provide confidential, personalized telephone consultations,
individualized searches as well as referrals and educational
materials.
Child Care. "As part of our ongoing commitment
to create work/life options that support employees in meeting
their diverse needs we piloted in 2004 an Emergency Backup
Childcare program for staff in the downtown Toronto area.
Designed to respond to the needs of employees whose regular
child care provider is ill/not available, their usual child
care site is closed, or their child's school is closed due
to bad weather, RBC sponsored free coverage for up to 5 days
of a licensed child care provider close to the office. Over
200 employees accessed the service, with 38% of this group
purchasing additional coverage directly from the service provider.
Based on the positive response from employees, we plan to
continue offering some version of this program in 2005."
Needless to say, I've only mentioned some RBC initiatives
today. If you're interested in finding out more about our
work/life solutions, please check out the web site, www.rbc.com,
then click on the Unique Careers link followed by the Diversity
link. Members of the RBC team can also tell you what work/life
means to them. Peter Nickerson, who many of you know as our
team leader for small business in this region, can speak to
many successes in Cambridge and the surrounding area. From
promoting job sharing, to flex time and volunteer activities,
Peter is another example of leadership in action. He
can tell you how some employees feel about the opportunity
of coming into work, picking up a child later in the day and
returning to the office - accommodating work/life situations
on a one-by-one basis. He can also tell you about the group
of 9 in Cambridge that delivers Meals on Wheels during lunch
hours - and that RBC encourages extra time to do so - to support
volunteer activity in the community.
From the beginning, we knew that the success of work/life
depended on how well it was developed, communicated, managed
and measured. Nothing has changed on this score. Although
we know that on any given day, approximately 30%-40% of our
employee population uses a component of our work/life solutions,
we also know that employee/management buy-in, effective communication
and changing economic times, as well as shifts in values and
work expectations are ongoing challenges.
We don't pretend to have all the answers, however we subscribe
to continuous learning and improvement. Visible senior leadership
and supportive managers are essential, as well as employee
ownership of the tools at their disposal. Creating solutions
where everyone wins - the employee, the employer - the customer,
the shareholder - the community…this is the total reward.
Work/life is an investment in human capital - a long-term
commitment - and it's here to stay. However, we need to consistently
monitor programs (using measurement tools) to ensure objectives
are being met. We're also watching what other companies are
doing, sharing ideas and considering/piloting innovative programs
of our own. I'm sure there are many success stories and promising
practices in this room…
RBC Financial Group is committed to staying on the cutting
edge of trends in the workplace. Partnering with leading Canadian
survey/research companies and academia has a two-fold result.
RBC has access to the information we need to remain leaders
in people management and we also contribute to the body of
workplace knowledge - assisting other companies and organizations
in nurturing the Canadian healthy workplace/workforce - today
and in the future. There's still much to be accomplished on
RBC's work/life journey…
Special thanks to Linda, Dina Etmanskie and Wendy Adema for
helping to coordinate this event. I want to close with an
excerpt of an article entitled, "Employers ease staff
childcare emergencies", that appeared in the February
9th edition of the Globe and Mail, by Wallace Immen…and
a quote from a popular former CEO in the States…
"…the most chilling moment of her 11-year professional
career came late on a Sunday night last September, when her
nanny called in sick just hours before (she) had to chair
a make-or-break meeting about a multimillion-dollar deal.
Calling off the crucial Monday morning meeting to stay home
because she had nobody else to look after her four-year-old
son and two-year-old daughter would have been a career killer."
As she said, "I was the original link in the deal and
I had to be there. To bail out at the last minute would make
it look like I wasn't organized professionally." "Fortunately,
(she) didn't have to make such a choice, thanks to an initiative
by her employer to help staff handle such child care emergencies.
(She) was able to drop off her kids at a centre in the heart
of Toronto's financial district on her way to the meeting,
which, she says, ended up going extremely well." This
is a story about RBC's own Kate Stothers, who sums it up well:
"Having a family makes balancing a career more difficult,
but having an employer that understands makes it so much easier…
it's comforting to know you don't have to worry if your normal
plan falls through."
Brian Dyson, CEO of Coca Cola Enterprises from 1959-1994,
had his own take on work/life balance. It goes like this:
"Imagine life as a game in which you are juggling five
balls in the air. You name them - work, family, health, friends,
and spirit - and you're keeping all of these in the air. You
will soon understand that work is a rubber ball. If you drop
it, it will bounce back. But the other four balls - family,
health, friends, and spirit are made of glass. If you drop
one of these, they will be irrevocably scuffed, marked, nicked,
damaged, or even shattered. They will never be the same."
Lesson learned: We must all strike the right work/life balance
- as employees and as employers of choice. And yes, we must
keep on juggling, with great humanity and a little humour
to boot…
Thank you… by the way, both Nora and I will field questions
after her presentation - we really want to hear from all of
you!
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