Exclusive Interview with Siusan Mackenzie, Principal, Equilibrium Worklife Solutions

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Can you briefly explain the theory behind Work-life initiatives?
Until quite recently work-life initiatives were simply viewed as what an employer did to retain 'good' women with parental responsibilities. Now, the best contemporary employers are more likely to consider work-life initiatives much more broadly with respect to changed social conditions and strategically as part of a company's approach to people management. The health and wellbeing of people is more commonly a core organizational value and this means companies see the value of investing in people through a range of work-life initiatives aimed at having a positive impact on both mental and physical health. By establishing management practices, and developing people so that the workplace culture consistently supports the work-life needs of people, it has been shown that what people can do, and are motivated to do, more effectively matches what the organization needs them to do, and this naturally leads to performance improvement.

How can a business make these initiatives an investment that benefits the company?
Work-life initiatives are an investment in people and they should be designed to improve performance on a number of fronts. It is expected that heightened interest in human capital will see CEO's and Boards soon asked to report more comprehensively on how they manage people. This new wave of interest by investors and analysts means employers will be under increasing pressure to demonstrate greater respect for work-life balance and effective people practices. This will require companies to reveal the impact of strategies designed to support people's work-life balance and in turn, how that links to the performance of the organization. Good base line data, clear performance indicators and effective monitoring process are just a few of the elements which will need to be established so that change can be measured.

What will be the focus of your presentation at the 11th Annual National Workers Compensation Summit on the 17-18 February 2010 in Sydney?
Leaders often say they don't know how to get started with work-life initiatives. The focus of my presentation will be to outline how to take a thorough and strategic approach to work-life balance which will provide mutual benefit for people and their employers and go beyond meeting the new legislative requirements that now provide many employees the right to request flexible work arrangements.

What would you like delegates to take away with them from your presentation?
I want delegates to take away an understanding that the clear link between individual physical and mental wellbeing and performance has shifted the landscape in terms of people practices. Having this at the heart of how an organisation operates is no longer a nice to have - it is essential for improving performance. Like all change processes it will take time and commitment to establish the sort of culture which can consistently demonstrates how its support for work-life balance makes a difference to the performance of people and the company - but your efforts will be well rewarded. Pressure on employers to demonstrate respect for work-life balance and people practices more generally is not only coming from new statutory requirements and employees, but also investors.