A report conducted by the International Labour Organization, “Working Time and Work-Life Balance Around the World”, is the first of its kind to measure work-life balance as it relates to economic development. The findings expose the effects of working hours and time schedules on worker’s productivity and business performance.
Branch Chief Philippe Marcadent highlighted that work conditions are “at the heart of most labour market reforms and evolutions taking place in the world today”. The study shows that over a third of the global workforce is working upwards of 48 hours while one fifth is working part time. “The number of hours worked, the way in which they are organized, and the availability of rest periods can significantly affect not only the quality of work, but also life outside the workplace”, Marcadent added.
The ‘Great Resignation’ prompted the ILO to conduct the report. Lead author Jon Messenger stated the “phenomenon has placed work-life balance at the forefront of social and labour market issues in the post-pandemic world”. By analyzing different work structures, the findings show that many of the adjustments such as flexible work environments and schedules, including reduced hours in a work week, can greatly boost productivity. “If we apply some of the lessons of the COVID-19 crisis and look very carefully at the way working hours are structured, as well as their overall length, we can create a win-win, improving both business performance and work-life balance” Messenger cautions that while work-life balance and productivity may increase, there are costs that are more difficult to quantify such as mental health risks of those working in isolated environments and gender imbalances from those who may spend greater time in family structures with more stringent gender roles.
In addition to flexible work, the ILO studied the effect of reduced working schedules concluding it helped companies save money while simultaneously boosting productivity and employee retention. In an ever-globalized, post-pandemic economy, restricting workers’ options on when, where, and how long they can work can have a highly elastic effect on turnover. “There is a substantial amount of evidence that work–life balance policies provide significant benefits to enterprises, supporting the argument that such policies are a ‘win-win’ for both employers and employees.”
There are growing concerns regarding those new to the workforce as many fear remote and flexible environments can spell trouble for junior employees as they miss out on invaluable mentorship opportunities without the chance to connect with their peers. At Wall Street Journal’s CEO Council Summit in May 2021, Jamie Dimon, CEO of JP Morgan Chase, expressed his contempt for remote work claiming it is a detriment to young people. “It doesn’t work for those who want to hustle. It doesn’t work for spontaneous idea generation. It doesn’t work for culture.”
Other opponents to these pandemic-era policies fear a snowball effect in phenomena such as the ‘Great Resignation’ and ‘Quiet Quitting’ which refers to employees putting in the bare minimum in time, effort, and skill. While employees working in remote settings may be tempted by greater distractions, the report focuses on quality of life and work-life balance. Improved productivity as a result of greater flexibility in schedule and environment instead mitigates risks of employee dissatisfaction and decreases both issues that trended as companies shifted back to pre-pandemic policies. The report concludes that policies introduced during the pandemic should remain at the forefront of companies’ policies as they will be key in benefiting and rebounding the global economy.
