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W1: Introduction to Work-Life Effectiveness — Successful Work-Life Programs to Attract, Motivate and Retain Employees

To get your WFC Resources discount remember to use priority code: WFCWL406M when booking this course.

WorldatWork/AWLP Member rate for this course and exam: $1,020

Non-member rate: $1,540
Your WFC Resources discount rate: $1295.

Understand the Impact of Work-Life Effectiveness

Course Overview

This course is a collaboration between Alliance for Work-Life Progress® (AWLP) and WorldatWork. You’ll learn about the rationales for implementing work-life effectiveness programs and review best practices of exemplary programs. You’ll discuss specific examples of practices in each of the core work-life categories and gain a solid understanding of why an organization would implement these practices, including the business case, the impact on the employee and the impact on the employer. On the third morning, an optional certification exam covers the content of this course.

Who Should Attend

This course is intended for human resources professionals as well as work-life and business leaders with an interest in and responsibility for work-life programs that are designed to attract, motivate and retain employees.

What You Will Learn

Introduction to Work-Life Effectiveness

What is the total rewards model and its affect on attraction, retention and motivation
Definition of work-life effectiveness
Introduction to the categories of work-life effectiveness

Caring for Dependents

What is caring for dependents
Why you should implement caring for dependents programs
Examples of who is using caring for dependents programs and how they’re being implemented

Health and Well-Being

What is health and well-being
Why you should implement health and well-being programs
Examples of who is using health and well-being programs and how they’re being implemented

Workplace Flexibility

What is workplace flexibility
Why you should implement workplace flexibility programs
Examples of who is using workplace flexibility programs how they’re being implemented

Financial Support

What is financial support
Why you should implement financial support programs
Examples of who is using financial support programs and how they’re being implemented

Paid/Unpaid Time Off

What is paid/unpaid time off
Why you should implement paid/unpaid time off programs
Examples of who is using paid/unpaid time off programs and how they’re being implemented

Community Involvement

What is community involvement
Why you should implement community involvement programs
Examples of who is using community involvement programs and how they’re being implemented

Culture Change Initiatives

What are culture change initiatives
Why you should implement culture change initiatives
Examples of who is using culture change initiatives and how they’re being implemented

Registration cost

WorldatWork/AWLP Member rate for this course and exam: $1,020

Non-member rate: $1,540
Your WFC Resources discount rate: $1295.

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Xcel Energy

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Latest Research...

20 years of research finds telecommuting benefits everyone
An analysis of 20 years of studies has found that telecommuting has a "clear upside" and a positive impact on performance, turnover and stress. Penn State researchers Ravi Gajendran and David Harrison looked at 46 studies involving more than 12,000 employees. Their report divided the telecommuting experience into three themes: psychological control or perceived autonomy, telework’s effect on the work-family relationship, and the potential for damage to relationships at work. They found that autonomy and control over how the work was done was a major factor in increasing worker satisfaction. That sense of increased autonomy may have been at least partly responsible for the increased performance, decreased stress and lack of interest in quitting. Telework also improved work-family balance, helping workers manage the often conflicting demands of work and home lives. Women remote workers actually found they received higher performance ratings and their career prospects improved rather than worsened. Relationships with managers and co-workers didn’t suffer as long as employees worked away from the office fewer than three days a week. The report is called, "The Good, the Bad and the Unknown About Telecommuting."
AMERICAN PSYCHOLOGICAL ASSOC., 11-15-07

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