The Justice and Home Affairs (JHA) agencies' network is made up of nine EU agencies working on a range of justice and security issues, such as migration and border management, combatting drug trafficking and organised crime, human trafficking, human and fundamental rights, and gender equality. This makes them more effective and better able to serve the public. The JHA agencies...
When it comes to power, the European Union has not yet reached the halfway mark to full gender equality. With the domain of power holding the lowest score in our Gender Equality Index, women remain under-represented in the kinds of decision-making positions that shape politics, economics and society. Yet gender equality is a founding value of the EU and improving...
Digitalisation is rapidly changing our world and young people are on the frontline and technology is transforming the way we work, socialise, and engage with politics. In order to ensure Europe reaps the benefits of the digital revolution while protecting citizens, it is necessary to identify trends and risks. As the 2018 Chair of the JHA agencies' network, the European...
Improvements in work-life balance for all can be achieved in a variety of ways. The initiatives that companies can offer can range from one-off events to ongoing programmes. Some require minimal time and resources, while others need significant investment. A key recommendation for organisations is to start with an area of least resistance: identify easily attained objectives.. This can take...
1. Identify national work-life balance initiatives and partners Yes No Organisational policies are in line with all national legislation for employment and workplace flexibility as well as leave and childcare entitlement. Yes No Information about legislation and campaigns to mainstream gender equality has been gathered. Yes No Information about the national policy context and available care services for the elderly...
The benefits of gender equality and work-life balance measures are reaped by both the organisation and the employees, and can be both financial and non-financial. Financial impact can be measured in terms of reduced costs (reduced absenteeism and reduced turnover and recruitment costs) or increased revenues (more engaged, productive, and creative employees). Indirect financial benefits may include improvements in employer...
Before tackling the implementation and communication plan and for any work-life balance initiative, management must agree on objectives and how they will be measured. This is crucial because the success of work-life balance measures is dictated by a variety of factors, for example: existing organisational culture, type of business, automation and digitalisation, as well as the degree of gender-equality engagement...
It is advisable to prepare an implementation plan for the rollout of work-life balance measures. This should include the methodology and timeline, as well as details about who will collect what data throughout the process. Regular monitoring sessions, for example through monthly steering-group meetings, can help the team evaluate progress and fine-tune objectives. The implementation plan should be based on...
There are many ways to secure enthusiasm for change in the workplace. Motivation can come from both management and from employees. Groups of employees can form a network to create mentoring and discussion opportunities in order to bring attention to the issue, and HR departments may begin evaluation and certification for ‘family-friendly employer’ awards. In some cases, the decision to...
Even though work-life balance measures appear to benefit employees, organisations and the community equally, they face risks unless a prior gender needs analysis is carried out. A proper risk assessment allows stakeholders to make solid contingency plans. Organisations need to have a clear understanding of the costs involved in the roll-out of work-life balance measures. Though there are significant differences...
Measures that work for one company might not work for another company operating in the same country, which is why multinational companies are particularly struggling to implement work-life balance policies effectively across country offices. Attitudes to work-life balance are shaped by a country’s history, culture and norms, which are usually reflected in domestic legislation. Before starting to design work-life balance...
The purpose of a well-developed business plan is to serve as a blueprint for business initiatives, such as the roll-out of work-life balance measures. A business plan should define benchmarks, map stakeholders, and outline what data will be gathered and which data collection methods will be used. A compelling business case speaks to multiple target groups and secures buy-in through...
