BEING A FAMILY-RESPONSIBLE ENTERPRISE: Luxury or need? Prof. Dr. NURIA CHINCHILLA
New Context • Women in business • International careers • “Never - ending” workdays • Work-family conflict
What is happening? Low birthrate Mean age when first child is born Children’s education in the hands of others Divorce Health problems (stress, depression) High expenditure on tranquilizers More time off due to stress than to maternity lea
Women in labour market (Eurostat) 1994 2005 % increase Spain 31 51 67% Ireland 40 58 45% Italy 35 45 28% Netherlands 53 66 25% Greece 37 46 24% Luxembourg 44 54 21% Belgium 45 54 21% Portugal 54 62 13% Finland 59 66 13% France 52 58 12% Germany 55 60 8% UK 61 66 8% Denmark 67 72 7% Austria 59 62 5% Sweden 68 70 3% United States 65 65 1% EU (15 countries) 49 57 16%
BIRTH RATE The European Birth rate is very low (1,5) too far from the Generational Replacement Level: 2,1 children/woman and below the expectations of Europeans: 2,3 The best: Ireland: 1,99 France: 1,90 Finland: 1,80 Denmark:1,78 UK:1,74 The worst: Greece: 1,29 Germany: 1,3 Spain: 1,32 Italy: 1,34 Fuente: Eurostat. Elaboración IPF
POPULATION ELDERLY (AGED 65+) Fuente: Eurostat.
% couples (age 20-49) Women and men Men full Only Women Only part time "or" time/ women and men men Women full Total Women work full time work time/ part time Men part time EU-25 45 29 19 2 5 100 Bélgium 43 25 24 3 5 100 Germany 37 26 28 2 7 100 Greece 47 44 5 2 2 100 Spain 44 43 9 1 3 100 France 52 25 16 2 5 100 Italy 38 45 13 2 2 100 Luxembourg 40 35 21 : 4 100 Netherlands 27 21 44 4 4 100 Austria 47 22 27 1 3 100 Polonia 49 29 8 2 12 100 Portugal 67 21 7 1 4 100 Finland 63 21 7 2 7 100 UK 44 21 30 2 3 100
Time´s Vicious Cycle CONFLICTS SPILL-OVER SPILL-OVER WORK STRESS FAMILY-TO- WORK-TO- WORK FAMILY CONFLICT CONFLICT 20% 80% Less quantity and quality of time PERSONAL AND FAMILY LIFE Reduction of CONFLICTS AND STRESS family support
NEW REALITY
FAMILY: is a SCHOOL of COMPETENCIES JOINT CAPITAL CONTRIBUTION CONVERGENCE MONITORING OF IDEAS SUCCESS AND MISTAKES FAMILY = SME Opening CUSTOMER MARKETS SERVICE Executing PLANS
Most valued management skills 1 Customer- orientation 2 Leadership 3 Integrity 4 Initiative 5 Teamwork 6 Communication 7 Business vision 8 Personal improvement 9 Decision making 10 Interfunctional orientation Fuente: Cardona, P.; Chinchilla, N., García, P.: “Las competencias directivas más valoradas”, IESE, WP 01/4
VALUES FAMILY WORK/ PLACE Companionship, The same harmony, respect, values confidence RESULTS HAPPINESS/ • Benefits QUALITY OF • Commitment • Productivity LIFE
Arenas that influence and are influenced by person’s life COMPANY FAMILY SOCIETY
Companies’ destructive capacity • Pollution in nature (ecology) • Pollution in society (human ecology) Double effect: – Social (external) – Business (internal)
Elements of a Family Responsible Enterprise 2. Facilitadores 1. Policies 2. Facilitators 4. Results Job Professional Liderazgo Comunicación Leadership Communication flexibility support Family Non-salary Responsabilidad Strategy Estrategia Responsibility services benefits 3. Culture: Hindrances / Promoters
4 Levels of development in the FRE Model D No FR Policies C Contaminating Contaminante Contaminating Contaminante Enriquecedora Enriquecedora Enriching Enriching Few policies or Systematic Systematic really use don’t D D D D A A A A them Discretional Discretional C C C C B B B B B Have policies and put them into practice A Have a FR culture
Spanish Companies IFREI 2006 8% 6% 38% 48% D A C B
Paradigms of People and Organizations Concep- Model of Model of Type of Organiza- Managerial tion organiza- person motiva- tional Talents tion tion dimensions Mecha -nistic Machine Stable Extrinsic Efficacy Strategist system sociological Psycho- Social Ultra- Extrinsic Efficacy Strategist organism stable Intrinsic Attractive- Executive system ness Anthro- pological Institution Freely Extrinsic Efficacy Strategist with adap- Intrinsic Attractive- Executive tive values ness Trans- Leader system cendent Unity in values
Reasons for W Emphasis W-F Focus W-F Policies Employee is Company is not Legislation/ Mecha -nistic evaluated of the time responsible for Marketing he or she works w-f balance (eficacy) Employee’s sociological Employee is Company sees that Psycho- evaluated in function w-f balance is a real retention of the tasks completed problem that should (atractivness) and the learning be taken care of obtained (Reactive) Employee is evaluated in Company is a Real pological Anthro- employees’ function of his or her real FRE unique contribution in the needs (Proactive) fulfillment of he (family/personal companies’ project ) (unity values)
Family is the place in which important competences, that all companies need, are developed (helpfulness, team work, negotiation, delegation, empathy, leadership...)
Self diagnosis • Number of working hours/day • Number of hours with the family/day • Free time =?= Time to recover •Two types of “spill - over” • Physical / noticed / measured • Psycho-emotional / invisible
Objetive & Subjetive success - - + + Objetive success Éxito objetivo - Subjetive success + Modelo Model Self- realized Realizada Reference Famous Famosa Fracasada Unsuccessfull
Personal Leadership Personal mission: • Family project • Professional • Social
Managers & stress Work-family conflict Long working Invisible hours Burnout costs for the company Fuente Control Estrés Individual y empresarial- Steven Poelmans ´00.
Causes of the work & family conflict Participants Experts 1º 5º Timetable incompatibility (school / work) 2º 3º Lack of company policies to help work and family balance 3º 4º Working pressures Family responsibilities 4º Few kindergarnden 5º 6º 1º My own way of balancing work and family Housework 7º 8º 2º Lack of support from my boss and colleagues Time I lose because of the traffic jam 9º Lack of punctuality and/or not enough public transport 10º Variety and quantity of social roles 11º
Conflict management: “Super(wo)man strategy” Segmentation Availability Hic et Nunc (Here and now) Complementarity
“Super(wo)man strategy”
Segmentation
Availabilit¡y (24 h)
Hic et Nunc (Here and now) Complementarity
10 Steps to be a FR company 1- Senior management commitment (budget included). 2- Work & Family coordinating committee. 3- Company diagnosis: self-diagnosis IFREI: http://www.iesedti.com/ifrei2006/ifrei.htm 4- Family employees needs information. 5- Integral Balance Plan development. 6- Manual for Policies application. 7- Leadership of top managers. 8- Family values explicitly included in the corporate mission ( as new stakeholders). 9- Development of policies and processes. 10- Measure the use of policies to adjust and Benchmark.
www.iese.edu/icwf
Thank you very much !
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