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Balanced Books, Balanced Lives? Identifying & Promoting the Use of Work/Life Business Practices in the High Technology Sector June, 2001 An Analysis of Current Literature, Best Practices and Local Industry Experience in the Use of Work/Life Balance Business Practices to Recruit, Retain and Regain Workers in the High Technology Sector. This report has been prepared by Ingenia Training and Consulting under the guidance of an advisory committee. Publication of the report is a joint initiative of the Science Council of British Columbia and the Industry Training and Apprenticeship Commission. The views and recommendations expressed in this report are not necessarily those of the members of Science Council or ITAC. Table of Contents 1.0 Executive Summary ..................................................................................................... 1 2.0 Project Background..................................................................................................... 2 3.0 Global Best Practices In Work-Life Balance ................................................................ 3 4.0 Work-Life Policies And Practices In Bc High Tech Firms ......................................... 10 5.0 Commentary.............................................................................................................. 22 6.0 Recommended Actions .............................................................................................. 24 7.0 References ................................................................................................................. 26 8.0 Appendix A - Research Methodology......................................................................... 29 Table of Figures Table 1: Companies by sector ........................................................................................ 11 Table 2: Number of employees ...................................................................................... 11 Table 3: Professional staff by sex................................................................................... 12 Table 4: Worklife balance policies offered by firms .................................................... 13 Table 5: Characteristics of focus group participants...................................................... 17 Acknowledgements The success of any industry study depends on help from many people. We would like to thank everyone whom participated in the interviews and focus groups for this project, or generously made available their research. We would also like to express our appreciation to the project Steering Committee for their insights and guidance. Members included: Sheila Bouman, Tekara Organizational Effectiveness Inc. Andrea Carson, Tantalus Systems Corporation Barbara Kyle, Chancery Software Ltd. Penny Limer, Science Council of British Columbia Jan Schittecatte, Industry Training and Apprenticeship Commission Finally, special thanks to Project Manager Penny Limer, for her unfailing professionalism, support and good humour. Ingenia Training and Consulting www.ingenia-training.com June 8, 2001 1.0 Executive Summary In April 2001, the Science Council of British Columbia and the Industry Training and Apprenticeship Commission (ITAC) commissioned a study to examine work-life balance business practices in British Columbia high technology firms. The objective was to ascertain if these practices have a positive effect on recruitment and retention. Subsectors studied included biotechnology, aerospace, computer hardware and software and new media. The study begins with a literature review of global best practices. Research shows that work-life balance can have a positive impact on recruitment and retention, and can increase employee and customer satisfaction. Some firms offer these benefits as a reward for performance. Technology firms are also increasingly implementing work-life balance programs, though not all. A telephone survey was used to examine the work-life practices of 33 BC high technology firms. The most common benefits offered were company social events, reimbursement for training expenses, time off to care for sick family members, flextime and telecommuting. Five companies saw work-life balance as having no effect on recruitment and retention, 12 thought it was important for recruitment and 14 thought it most important for retention. Management attitudes were crucial to program success. Focus groups with high tech employees revealed concerns about the impact excessive hours have on personal lives. Some managers with poor leadership and project management skills may contribute to the problem. Employees advised companies to be clear about expectations on working hours and to communicate regularly on these issues. The report recommends that Science Council/ITAC, or other interested parties, develop policies and programs tailored to the needs of high tech sub-sectors. They can promote work-life balance practices through awards and promotional activities, and educate interested companies through an executive forum, web-based resources and monthly symposia on human resource related issues. June 12, 2001 1 2.0 Project Background In April 2001, the Science Council of British Columbia and the Industry Training and Apprenticeship Commission (ITAC) began a six-week study examining aspects of human resources practices in high technology firms in British Columbia. The objective of the project was to: define the work/life-balanced workplace and to positively identify the business benefits that have arisen from the implementation of progressive policies or programs effecting recruitment, retention, and regaining of workers. Once these factors are identified, the objective will be to create public awareness around the issue, and to provide a resource for those companies looking to implement progressive human resource programs, focussed on recruitment, retention and regaining employees. Science Council/ITAC convened a steering committee made up of representatives from high technology firms to oversee the project. In turn, the committee selected Ingenia Training and Consulting to carry out the first phase of the study. In keeping with terms of reference, Ingenia was to: • Perform a literature review and define globally accepted best HR practices on the subject of life/work balance. • Solicit input from companies on work/life balanced workplace HR initiatives currently in use, and their impact on recruitment, retention and regaining of workforce. • Detail best practices and implementation strategies, including recognized pitfalls. • Based on findings, make recommendations to address gaps or issues in the local labour market. This report is the result. June 12, 2001 2 3.0 Global Best Practices in Work-life Balance Work-life balance: An introduction As the pace and demands of work accelerate, work-life balance has become an increasingly popular topic. In countries throughout the globe, many people are reexamining the balance between the time they spend at work and the time they devote to family and personal lives. What does "work-life balance" mean? Some commentators define it as "sufficient time to meet commitments at both home and work" others as "a perceived balance between work and the rest of life" (Guest 2001). Clark (2000) defines work-life balance as "satisfaction and good functioning at work and at home with a minimum of role conflict." As India Today (2001) notes: The concept of a healthy balance is not some candy-coated HR pill to overworked and stressed employees. It is a symbol, and not a sexy one, of the times we are living in. The drivers are fairly obvious. Jobs have become more demanding as organisations become leaner and the business environment more competitive. Then, there are more women, single parents and families where both parents work in today's workforce than in the past. Finally, and significantly, there is an increasing emphasis on leisure activities. Put all three together and the work-life issues become all too clear. Some surveys show that creating a work-life balance has become a top-ranked career driver among US workers. For example, in a yearlong survey of 6000 workers in 2000 conducted by BT Novations, workers preferred balance by a two to one margin over rapid advancement or cutting edge-challenges. (With a recession looming, however, the study authors believe that achieving this goal may be elusive, as companies encourage workers to do more with less.) (Langdon 2001). Closer to home, the Conference Board of Canada and other organizations have also raised concerns. In its 1999 report, Is Work-life Balance Still an Issue for Canadians and their Employers? You Bet it is! , the Board notes "Almost half of Canadians are experiencing a moderate to high level of stress today as the result of trying to balance their work and home lives; 10 years ago, only 27 per cent felt this way." (p. 1). In March 2001, in a survey of 1000 Canadians between 19 to 54, Ipsos-Reid found that the balancing act between work, play and family is proving too much for 55 per cent of Canadians. Young adults are most affected, with 64 percent saying they have less free time than in 1996. Indeed, seven out of 10 women, and four out of 10 men, preferred a good night's sleep to sex (Greaves 2001). June 12, 2001 3 In addition, broader societal trends may be having an effect. A 1997 study of Canadians by D-Code, Ipsos-Reid and Royal Bank of Canada showed that for Canadians between 18 and 35, flexible, challenging jobs and time for family, friends and fun are as important as a good salary (Cook 2001). Proponents of work-life programs believe that companies should adopt work cultures that give employees the flexibility and support to balance work and personal needs. They argue that by helping employees address these conflicts, firms reap bottom line benefits: improved recruitment and retention, greater productivity, a reduction in absenteeism and a happier, more enjoyable work culture. In Canada, corporate work-life balance initiatives generally include a variety of programs and policies, including dependent care, flexible work arrangements, leave programs, mental and physical health and community/volunteer programs (Conference Board 1999). Global Practices in Work-life Balance Companies and governments throughout the world have developed programs to address work-life balance. The following section highlights some examples. Australia In Australia in 1996, the Federal Government passed the Workplace Relations Act 1996. A priority of the legislation is to assist employees to combine their work and family responsibilities effectively by developing mutually beneficial work practices with employers. The Department of Employment, Work Relations and Small Business publishes and maintains a web site with a variety of how-to manuals and fact sheets on work-life balance programs and practices. (See www.dewrsb/gov/au for more information). The Act also established the Employment Advocate; one of his main functions is to assist workers to balance work and family responsibilities. In 1998 Standards Australia published The Workplace Manual in conjunction with the Work/Life Association. The manual is a hands-on reference for managers and professionals to enable them to assess the relevance of work-life programs and practices for their workplace. The state government in Victoria offers consulting services to companies in the area of flexible work practices. Britain In March 2000, the British government launched a major initiative to promote work life balance. The goal of the campaign is "to encourage employers to introduce flexible working practices which enable their employees to achieve a better balance between work and the rest of their lives." (DFEE 2000). The major elements of the campaign include: June 12, 2001 4 • • • • • The creation of a ministerial advisory committee, Employers for Work-Life Balance made up of 22 private sector employers. The 10.5 Challenge Fund, which offers employers free consulting on flexible working. Between 2000 and 2001, more than 500 companies applied for its services. Ongoing research into work-life balance issues. The implementing ministry, the Department for Education and Employment publishes case studies on work-life balance in companies (http://www.dfee.gov.uk). Creation of a ChildLink web site, which helps parents find local childcare options, advice and contacts. Companies can place the site, free of charge, on their intranets. A national and regional Employer of the Year Award that celebrates firms that help their employees balance work and home and recognize such practices as good for business. Interestingly, a May 2001 survey of 1200 British managers revealed that most believed that government initiatives are likely to fail because employers are not interested. Only 25 percent believed the measures had a chance, and 57 percent thought they would definitely fail or be unlikely to succeed. Only 19 percent of managers thought the government should be responsible for improving work-life balance, while 69 percent believed it is a matter for employers. Most managers wanted flexible hours, but only 55 percent were convinced that managers could trust staff to perform as they should in a flexible-working environment. (Maitland 2001.) Canada Canadian companies face their own challenges in meeting the work-life balance needs of their employees. According to the Conference Board of Canada report, Work-life Balance: Are Employers Listening?, (1999) 93 percent of companies offer some kind of flexible work arrangement. Of these, 50 percent offer telework/work-at-home programs. Less than half, however, offer even one program to help their employees deal with childcare or eldercare concerns. Further, the report found that the existence of programs does not always eliminate high employee stress and low morale. Managers must develop a corporate culture that makes work-life balance programs acceptable. France France has legislated a 35 hour workweek and also offers extensive state daycare options to workers. United States In the United States, work-life balance is the topic of numerous books, articles and conferences. For example, in 2000 and 2001, the Tuck School of Business at Dartmouth University sponsored a work-life balance seminar, (see http://mba.tuck.dartmouth.edu/pages/clubs/worklife/ for more information). Popular business magazines like Fast Company and Fortune regularly feature articles on work-life balance, alone, or as part of an examination of recruitment and retention practices. June 12, 2001 5 Organizations like Catalyst, the Center for Working Families at the University of California Berkeley, the Working Families Institute and the Work in America Institute conduct ongoing research into the topic and actively promote family and womenfriendly work practices. Private Sector Best Practices Work-life balance is generally viewed as one component of a company's broader recruitment and retention strategies. Below are examples of current trends and thinking in the area. Retention as a company strategyIn May 2000, Fortune magazine profiled 10 companies that excel in employee retention. It selected the companies based on its lists, "The Best Companies to Work for in America" and "America's Most Admired Corporations", and the advice of management experts. They found that companies with high retention: • Have visionary and charismatic leaders, who build a supportive and challenging workplace where communication is encouraged, ingenuity rewarded and internal mobility expected. • Have strong, well-defined cultures maintained by managers that are visible and accessible. • Pinpoint their competitive advantage as a business, then integrate it into their recruiting and retention strategy. • Invest in the hiring process and hire very selectively. From the start, they make new employees feel welcome. • Foster a sense of community, so people feel they're working for a cause as well as a company. • Identify the best people in the organization, then invest heavily in training and mentoring them. They make it easy to move within the company, so people will be less likely to look outside. • Allow all employees, no matter how junior, decision-making authority. • Trust their employees to balance the demands of work and lifeand give them the opportunity and flexibility to do so. (Stein 2000) Pursuing a dual agenda-In October 2000, the Work in America Institute released Holding a Job, Having a Life: Strategies for Change, the results of a two-year study on work/life balance. The study focused on large companies, and received funding from the Ford Foundation and 15 major corporations and unions, including Bell Atlantic and Corning. It advises companies to pursue a dual agenda of boosting business performance while also improving employees’ work-life balance. The major findings were that: • In the companies studied, work-life balance initiatives are no longer viewed as employee perks, but more as strategic business tools linked to core corporate objectives, such as customer satisfaction, leadership development and teamwork. • Employee involvement drives innovation and team creativity. June 12, 2001 6 • • • Companies that take a dual work/life agenda approach achieve significant business results such as better retention, productivity, and customer service and reduced absenteeism. The success of work-life balance programs depends on managers’ willingness to listen to and act on employee feedback. Managers may feel threatened by a loss of control and companies need to find ways to encourage changed behaviors. Companies need to find better ways of measuring the impact of programs and using the data to gain managerial support and reshape organizational culture. Work-life balance to reward high performersIn March 1999, WorldatWork and the Segal Company surveyed human resources professionals in 1256 companies to examine the extent to which they used their work-life balance programs to reward employee performance. The survey found: • Eighteen percent of companies rewarded employee performance with work-life balance programs and 43 percent believed that they would do so in the future. In many instances, performance based rewards are replacing the practice of instituting these programs as across-the-board entitlements. • Convenience services, financial planning, legal assistance and other voluntary benefits are ideal avenues for rewarding high-level performers with nonmonetary compensation that help them save time on personal chores. • Smaller companies are more likely to be using work-life balance programs in their compensation programs. They can be more flexible than larger firms. They may also need to seek more innovative ways to recruit and retain employees to compete with larger organizations. • Only five percent of companies measure the impact work-life balance programs have on employee productivity, company profitability or customer satisfaction. Twenty-four percent measure the impact on employee satisfaction. Work-life balance in smaller Canadian firmsIn 1999-2000, the Centre for Families Work & Wellbeing at the University of Guelph surveyed 300 companies across Canada that employed a median of 24 employees, with almost half of businesses having between 10 and 25. They also conducted focus groups with small business owners in five cities. They found that 80 percent of small companies provide at least one flexible work arrangement for their employees, mostly on an informal basis. Owners believed it increased employee loyalty, job satisfaction, work-life balance and their ability to recruit new employees. Keys to success in small businesses include informal flexibility, good communication, trust and dealing with people on an individual basis. Challenges included assessing what is reasonable, fairness and equity between employees, securing buy-in from managers, meeting customer demands and discouraging program abuse. June 12, 2001 7 Work-life Balance in High-Technology Companies In the past century, high technology companies were often at the forefront in developing innovative human resources (HR) practices. IBM lead the way, by making people the focus of their corporate culture. The company paid generous salaries, introduced inhouse training programs and in the depths of the Depression, introduced a group life insurance plan, survivor benefits and paid vacations. In the 1950s, Hewlett Packard codified the HP Way, a management style that focused on sensitivity to employees, management by walking around and a generous benefit package. In 1973, HP became the first large American company to offer flextime (Boyle 2001). In the newer field of biotechnology, work-life balance has been shown to be an important recruitment and retention tool. In 2000, an MIT research study examined the effect of work/family practices on 1035 employees in seven American biotechnology firms (Eaton 2000). The study concluded that: (I)f flexible work- family policies are perceived as usable by employees, they appear to make a positive difference in organizational commitment and productivity for all employees, male and female.…In addition, a related variable, "control over time, flexibility, and pace" of work, turns out to be important in predicting higher levels of commitment, and productivity, for all employees. Employers who wish to increase commitment among professional and technical employees might wish to consider these factors in designing their work-family programs, their work structures, and the amount of control employees have over the pace and place of their work. (The data) suggests that implementing truly accessible work-family policies may be necessary to induce valuable knowledge workers to become committed to a firm, as well as being associated with a higher level of productivity at work. In 2001, commentators applaud several high technology firms for their HR practices relating to work-life balance. Examples include: • SAS Institutean American software company, SAS has annual turnover rates of four percent, compared to an industry average of 20 percent. With a workforce of over 4000, the company saves approximately $50 million in on HR related costs. Benefits include a 35-hour workweek, low-cost day care facilities, a cafeteria with high chairs so employees can lunch with their children, a free 36,000 foot gym, a putting green, onsite massages and an office with a door for every white collar worker. • MicrosoftIn 2001, Microsoft was listed in Fortune's 100 Best Companies to Work For. In the past, the company seemed to epitomize the stereotype of work in high technology: 80 hour weeks and a view that work is life and that success required the complete integration of work and personal liveat Microsoft. In 2001, the 80-hour week has shifted to 60-70 hours, often with Friday afternoons open for skiing. Sixty- June 12, 2001 8 • eight percent of employees noted that managers encouraged them to balance their work and personal life outside of the company (Grimein 2001). Cambridge Advanced Electronics PLC (UK)CAE is an engineering firm that has won several IT awards in the United Kingdom. After 15 years, the company founder decided to take the core of the company home with him, rather than renew an expensive business lease. All staff are self-employed and work from home, connected via the Internet. The change has resulted in greater profits and efficiency. Employees report a greatly enhanced quality of life, since they avoid commuting, work more flexible hours and spend more time with their families (DFEE 2001). Despite these success stories, other commentators are less enamoured with the management practices of high technology firms, particular information technology firms in California's Silicon Valley. Jeffrey Pfeffer, writing in the Spring 2001 edition of the MITSloan Management Review cites four common management practices that he believes lead to high turnover, burnout and loss of employee commitment. These include 1) a free agency model of employment, featuring little commitment on the part of employees or employers, (leading to annual turnover rates of 20-30 percent), 2) extensive use of outside contractors, 3) use of stock options as a form of compensation and 4) long working hours as badge of honour. As Pfeffer comments: …(F)inally, there are the long working hours. The practice of having people work until they are exhausted leads to both turnover and burnout. How many years or even months can you work 80-plus hours per week at the expense of friendships and social life? Why would free agents work endlessly for an institution for which they have little or no feeling? They won't. They're there because of the money or the network and resume-buildingnot because they care about the company or its customers, products and services. As soon as the money is earned or appears unlikely to materialize, they leave. More fundamentally, there is a confused notion that being productive is the same as working long hours. It isn't. As (a software executive) noted, "If you've put in a full day, by 6 o'clock you shouldn't have anything left, so go home."….Long hours are also partly responsible for the defect-filled products we have come to expect and accept. People who work when they are exhausted make mistakes. Work-life Balance: A Caveat However enthusiastic the advocates of work-life balance may be, they in many ways are challenging some traditional North American assumptions about work. These include: 1. Time is an indicator of commitment, productivity and results. 2. The number of meetings you attend reflects your value to the organization. 3. Part-time workers are less committed than full-time staff. 4. Single people have more time to devote to work. 5. Most men have stay-at-home wives (Miller 1997). June 12, 2001 9 In the field of information technology, other values and practices may work against work-life balance policies, and cause some employees to willingly set aside their personal lives for the greater good of the organization. These include: 1. Intense pace to operations, where constant learning of new technologies is expected and required. 2. An excitement at being involved in cutting edge ideas and products that are changing the way people live their lives. 3. Unique opportunities to work with very smart people, who are often very rich. 4. In start-ups, the belief that if their company makes it, employees will "make it big" and earn a lot of money (Thomas 1998). Equally important is understanding the needs and desires of individual employees and the culture of the sub-sector in which they work. For example, PriceWaterhouseCoopers annual surveys, What do IT Workers Want? analyze the work motivators for information technology employees. Consistently, from 1998-2000, the top five motivators were: • Respect (including having assignments they were proud of, (ranked 7 of 37 factors),the latest technology to work with, (ranked 8) and flexible hours (22/37) • Supportive effective management • Full health benefits • Reimbursement for training expenses • Provide opportunity for advancement. Of course, it is unrealistic to presume that the IT sector represents all of high tech, just as it is unfair to assert that work-life balance is unimportant to everyone who works in IT firms. We relay this information simply to sound a note of caution. Work-life balance may be a "hot topic" for some, but it may not be crucial for everyone. 4.0 Work-life Policies and Practices in BC High Tech Firms This section explores the view of some British Columbia high technology companies on issues related to work-life balance. Appendix A provides more detail on our methodology. Company Perspectives/Company Profiles We conducted telephone interviews with representatives from 33 companies, along with three other interviews with people familiar with the high technology sector. For this study, we used the BCStats/ISTA definition of high technology firms in British Columbia to select appropriate technology sub-sectors. Four companies were located on Vancouver Island, one in Whistler and the rest in the Lower Mainland. One company was unionized. Table 1 shows the number of companies, by sector. June 12, 2001 10 Table 1: Companies by sector Sector Software Biotechnology Computer and related services Aerospace Computer Hardware New Media Telecommunications Number of companies 9 7 5 4 4 3 1 Total: 33 The mean for years in business was 17, with the median being 12.5 and the most frequent, or mode, being 5 years. Thirteen companies had one office location, 13 had five or fewer and the rest had between 8 and 130 locations around the world. The number of company employees ranged from a low of five to over 5000. (These large firms were generally branch operations of multinationals.) In terms of workforce size, thirteen firms had less than 50 employees, 7 had between 51100, five had between 100 -500 employees and eight had more than 500 employees. Table 2: Number of employees Number of employees Less than 50 51-100 100 to 500 More than 500 Number of companies 13 7 5 8 Total: 33 Many companies had a male dominated professional workforce. In 18 companies, 70 percent or more of the technology workers were male. Females predominated in only three companies, at 85, 70 and 60 percent respectively. In the remaining 12 companies, the workforce was evenly divided between men and women. Six companies had workers who had identified themselves as First Nations, and eight had workers with disabilities. Twenty companies had formal human resources departments, with the majority having one or two staff. June 12, 2001 11 Table 3: Professional staff by sex Professional staff More than 70 percent male More than 60 percent female Evenly split Number of companies 18 3 12 Total: 33 We also asked companies to estimate the number of employees by age groups: what percentage of their workforce was in their 20s, 30s, 40s and 50s. For many firms, this question proved problematic, as respondents preferred to give either an average age of their workforce, or simply state that the majority of their workers were in a certain age bracket. Many interviewees said they were making an educated guess. Given the murkiness of the data, we are hesitant to make too many assumptions about trends in ages. We can say that eight firms reported an average workforce age of 35. Seven others reported that 50 percent or more of their workforce were in their 20's, 14 companies said that 50 percent or more were in their 30's and two firms noted that 50 percent or more of their staff was in their 40s. Four firms said that between 10-20 percent of their workforce was in their 50s. Work-life Balance Policies One of the goals of our interviews was to discover the types of work-life balance programs currently being offered in British Columbia high tech firms. We developed a checklist of practices, based on the Report on Business Best 35 Companies in Canada to Work for and Fortune magazine's The Top 100 Firms to Work For. These annual surveys describe the practices of companies with leading edge human resource policies. We culled through the findings, pulled out those practices that were related to work-life balance and asked BC firms about them. In tallying the scores, we only noted those companies who actually had the programs and policies in place, in their offices/work sites in British Columbia. (For example, if respondents stated that they were "thinking about" a practice, we would not count them. Similarly, we did not view a day care in Ontario as a benefit for BC employees.) June 12, 2001 12 Table 4-Worklife balance policies offered by firms Policy/Practice Number of companies that have/offer (N=33) Company social events 33 Reimbursement of tuition or other training program expenses 29 Time off to care for sick family members 28 Flex-time for all employees 22 Telecommuting 22 Employee Assistance Program (EAP) 21 On-site fitness classes or programs or subsidized fitness 17 memberships Classes on first aid 15 Personal and professional coaching for executives 13 Stress reduction programs 10 Paid time for volunteer activities 8 Flexible or cafeteria style benefits 6 Classes on wellness 6 Top up of maternity or parental benefits 6 Dry cleaning or other concierge services (outside of what is 6 required by law for lab coats, etc.) Childcare referral service 5 Eldercare referral service 5 Job sharing 4 Camps or special activities for employees children during 3 school breaks Subsidized daycare or facility on-site 0 As can be seen in Table 4, the majority of firms provide company social events (33/33), training fee reimbursement (29/33) and time off to care for sick family members, mostly on a short-term basis (28/33). Twenty-two companies offer telecommuting and flexible work hours, while another 21 had formal Employee Assistance Programs. Seventeen had gyms on site or offered subsidies for fitness, ski passes or other physical recreation activities. Classes on first aid were offered in 15 companies and 13 offered coaching for their executives. Work-life policies relating to family matters were much less common: only six companies topped up maternal or parental leave benefits, five had referral services for eldercare or childcare, (generally through their Employee Assistance Programs) and three had programs for employees' children during school breaks. No company had a day care on site, or offered subsidies for day care. June 12, 2001 13 Outside of the checklist, four companies mentioned that they provided parking or transportation subsidies. Two offered financial planning services free of charge to staff. Other benefits mentioned relating to work-life balance included a cabin at Whistler and a ranch for employee use, discount home insurance through the company, a travel bonus program, and a company Olympics. Core Benefits/Policies We asked respondents for their views on core benefits that a company had to offer to stay competitive. The most common answer was a basic medical plan, paid training, social events and flexible hours. Trends in Recruitment and Retention We then asked about trends in recruitment and retention. Participants from the information technology sector generally reported that they had ample candidates for all but the most specialized positions. Most said they were in a "buyers' market" and as a result, salary expectation were much lower than in 2000. As one manager of HR noted, "With the continuing carnage in the IT sector, a lot of consolidation is going on. Employees are less demanding and there's downward pressure on salaries. We're seeing a lot of good candidates." Others noted that they were receiving many unsolicited resumes and cold-call e-mails. In biotechnology and aerospace, the picture is somewhat different. Both sectors have a need for highly specialized and qualified people, and most respondents said that it was an ongoing challenge to locate them. Biotech firms in particular reported that they face fierce, North American competition for employees with certain types of skills. In retention, all sectors reported that employees were tending to move less. In IT firms, staff were receiving fewer calls from headhunters and start-ups. Work-life Balance Policies and Recruitment and Retention We sought company perspectives on the importance of work-life balance polices as recruitment and retention tools. The results were as follows: • No impactFive companies believed that work-life balance policies were relatively unimportant in recruitment or retention. In their view, salary, interesting and fulfilling work and the opportunity for advancement were much more important drivers for employees. In the words of one software CEO, "The bulk of our workforce is young and single, so work-life balance isn't a real crucial thing for them." Another said, "We don't offer a lot of perks and benefits. Our strategy is to take people with a limited technology background and grow them through hard work." Important recruitment toolTwelve companies felt that their work-life balance policies were a key recruitment tool, one that gave them a competitive edge over • June 12, 2001 14 • other companies in their sector. As one remarked, "Yes, we've used our benefits and flexibility to attract people. We frown on continuous hours of work, which is usually a call for us to investigate what's wrong." Another commented, "We have many people come looking for work because they have heard about our company policies or have seen the company web site." Important retention toolFourteen companies saw work-life balance as being more important in retaining employees. They saw job seekers as being concerned about the type of work and salary levels. Once hired, however, company policies that influence their daily lives become a greater issue. "Benefits are important for retention. People want to see the company coming through for them during a family illness or death. At recruitment, people don't see how they could take advantage of that." Another stated, "With such a competitive market, our company becomes even more attractive when we respect our employees holistically." When asked to list the benefits that work-life balance policies provided companies, respondents cited the following: • Ability to attract and keep better people • Improved organizational culture • Better worker satisfaction and morale, with improved attendance and fewer sick days • Lower turnover rates, which translate into lower recruitment costs • Workers with better memory retention and fresh perspectives who work more intelligently • Better long term productivity No firm provided specific information on Return on Investment or other measurement information. Challenges in Promoting Work-life Balance We were also interested in information on the challenges of implementing work-life balance policies and programs. Respondents listed: • CostsWhile a few companies believed work-life balance policies were relatively inexpensive, most cited their costs as an important barrier. In the words of one HR director, "We're a public corporation, so we always have to be conscious of the bottom line. Work-life balance policies are a direct cost to the bottom line and it's hard to demonstrate return on investment." Another noted, "As the perks get bigger, a lot of money is coming from the operating budget. You end up attracting people who ask what's in it for me as opposed to what I can give to the company. Some companies have gone under because they've been too extravagant." • Management and employee buy-in For success, many respondents believed that management buy-in was crucial. Securing it could be a challenge. One HR manager commented, "It’s a tough slog-my CEO says he gets nervous if he spends more than 12 hours away from the business. So people follow the leader-they don't want to June 12, 2001 15 • • • seem like they're not team players." Others stated that some employees had minimal social skills and few outside interests and so focused their energies on their career. "If all you had to go home to was a box of Kraft dinner, wouldn't you stay at work?", one former Vice-President asked. Developing appropriate policies Another challenge was to develop policies to  suit the needs of a diverse workforce. Policies that worked for employees with children might not work for singles. "Getting the right mix and finding out what people want can be a real challenge. It was hard to figure out." Creating ongoing expectationsSeveral respondents mentioned that it was  important that employees realized the costs of implementing work-life balance policies. Companies, they said, had to avoid creating a circle of rising expectations. As one noted, "Each time you implement something, you're building expectations. People start to think, "So what else can you do for me" and keep asking for more. At a certain point, you have to ask "What is important for the workplace, and what is not?" TrustMany respondents believed that effective work-life programs require a high level of trust between management and staff. "Everyone has to be flexible. Employees have to be willing to trade responsibility for the trust we're showing in them." Several companies reported that they had cut back on some options within their work-life balance programs, because of employee abuse. To overcome some of these issues, many respondents saw the key as senior management support and ongoing, two-way communications between management and staff. Most believed that management had the responsibility to implement the programs, but they also thought that employee involvement was crucial to their success. Equally important, senior management had to "walk the talk", since employees would generally follow their lead balancing work and outside lives. Once in place, most participants thought that all employees would use work-life balance programs. Some felt that younger workers would tend to seek recreational opportunities, while for people with families, flexible hours and telecommuting would be popular benefits. Employee Perspectives To gain a perspective on the views and beliefs on work-life balance of high technology workers, Ingenia conducted two employee focus groups. Of the 27 participants, 22 were female and 5 were male. The mean age was 35, with a range of 24 to 54. The adjusted mean was 5.5 years of employment in the sector, ranging from one to thirty-two years, with a median of 5 and a mode of one. (In calculating the mean, we removed three people with over 25 years experience to present a more realistic portrait of the group.) Eleven participants held management positions, with three holding vice-president positions with staff. Five people had children. Table 5 summarizes key group characteristics. June 12, 2001 16 Table 5: Characteristics of focus group participants Characteristic Mean age Mean years employed in sector Managerial position Parent 35 years 5.5 11/27 participants 5/27 participants Five of the 27 participants worked in companies of under 50 employees, 12 in companies with 51-100 employees, four in firms with more than 100 employees and five were unemployed. Sectors represented were software, IT consulting, biotech, telecommunications and new media, with the majority of participants from IT. Opinions on Work-Life Balance It was clear that the participants in the groups wanted a balanced life. Definitions of “balance” varied; some defined it as a life focused on more than just work, others, a flexibility to work when they wanted and respect from employers for their personal lives. Participants repeatedly returned to the themes of respect and flexibility. They were willing to work hard and put in weekends and long hours if necessary, but not on an ongoing basis. They also wanted thanks and recognition for the imposition the extra hours had on their personal lives. Life is not focused on just on area–you have both a family and work. The employer is supportive. Work-life balance is not feeling guilty about what I want to do. I make the choices. If it’s good work and interesting it becomes part of my life. Consistency is the key; the employer must respect personal time, just as I respect the need to get work done. I want to know that my time is my time. Respect is the operative word, to not overstep boundaries. I want to be able to take time when I need it and not feel guilty or have to justify my reasons. While important, some participants noted that it is a challenge to attain a balanced life because of their own ambition and expectations. They were attracted to the high tech sector because of its pace, constant change and challenging work. They wanted to get ahead with their careers and knew that working long hours on high profile projects was a way to advance quickly. With stress and burnout real possibilities, participants spoke of the need to set boundaries, with themselves, their colleagues and employers. I was really bad at work-life balance and didn’t know what my boundaries were. I want away for four days to think about it and set my own goals. June 12, 2001 17 It’s a cycle sometimes. I work really hard, my CEO gives me personal praise so I work more. I do it to myself. My company has lots of good policies, but I feel compelled to always do more work. There’s the sense that if you want the cutting edge projects, you have to be there. They say it’s OK to take more time off or whatever, but it really isn’t OK. There’s pressure to work more from inside, from peers, bosses and competitors. It’s internally driven. If you do slow down you won’t get the best projects. My company is totally supportive, but my career has slowed down as a consequence of better work-life balance. Employer Policies and Work-life Balance Participants commented on the various policies and programs in place with companies. There seemed to be a general understanding that many high tech firms expected long hours from their staff. At times, however, participants thought the hours employers demanded were unacceptable and disrespectful toward personal lives. Someone in our company had a broken jaw and had to have an operation. The company arranged to set up a terminal in her home so she could get right back at it as soon as she was home from the hospital. Some employers punish you as disloyal for taking time off. My employer bought me a briefcase so I could take manuals home to read on the bus. Most companies are so desperate to win they’ll do anything. Lately I’ve been working a lot of hours and my request for one week’s vacation was refused. I know that I will have less flexibility in the next 12 months because the company is very busy, but I’m willing to do that. Sometimes it seems like you are punished when you return from taking a vacation. It’s in the company culture. When you take a vacation the work piles up. I went to Cuba once and became very refreshed and clear–I was muddled again after one week back at work. Europe has a better policy, vacations are six weeks and they get someone to do your work while you are gone, so you don’t have to come back to a backlog. It’s the difference between people as a commodity or people as assets. When people are commodities, they shut down. I just spent all night not too long ago rewriting my company’s business plan with 12 other people. It was the third time in six months. The boss came in and asked us to have it finished by the next day. It’s too fast, too ridiculous. June 12, 2001 18 Group members also stressed that a company’s culture came from the top. Firms can have written policies on these issues, they said, but it is management attitudes and behaviours that set the norms for work-life balance. My company was started by four partners. They have worked very hard growing the company and they are not ready to slow down. Financing in the high-tech industry demands quick payback. We have a program that clocks what we do every minute and the management monitors it. My experience in software development has been that employers want every hour you can give. I was a single mom and the company didn’t even want to hire me because they thought I would want more time off. I tried to keep my home life alive, but made lots of mistakes in balancing…. In my last three interviews, the employers all asked me how many hours I liked to work. They wanted me to say 60 hours. Company culture comes down to the business philosophy of senior management. My CEO is always travelling, always working and doesn’t have a family life. So that’s what we’re expected to do. It all reflects the boss. My CEO takes a 30-minute to one-hour lunch break and plays Ping-Pong in the afternoon. It must start at the executive level. Many execs think they are so important they can’t take time off. That sets the company culture. If others don’t do as they do, they’re seen as not pulling their weight. Some respondents questioned the need for the long hours and the “face-time” that some companies expected. They believe a lack of leadership and poor project management skills leads to long hours and scrambling to accomplish unrealistic goals. Others, however, argued that this work style was a way of life in some sectors and that it would be unrealistic to try to change it. Other participants commented that they worked in well-managed companies and had not experienced this type of chaos. Companies often underestimate the time required for a project. It’s my experience that many software managers were not trained in management. The industry lacks leadership. In our industry the chaos is exciting. June 12, 2001 19 Project planning sounds great, but in the IT sector it’s often that when the plate is empty they just get a new one. The people I work with are an average of 23 years old. Some are still living at home, some have four guys to a flat. They work like mad all week and then drink and party all weekend. In the five companies I have worked for, there were no HR departments. The CEO did the hiring. They have never expected their idea to really grow into a company so they never put any structures in place. The industry has great ideas and great money, but not much push to make them sustainable. Biotech companies seem to be different. They can’t raise investment money if they don’t have a solid business plan in place that is milestone driven and assumes you know what you’re doing. Opinions on an Ideal Workplace When asked for their views on an ideal workplace, participants repeatedly emphasized the themes of flexible hours, respect and trust. Training, educational opportunities and mentoring were also seen as important. As well, some participants felt that companies had to offer flexible benefits, which took into account the life-stage of their employees. Companies set their culture and the norms. Some offices have beds in them so workers can stay there and work late. Workers need to stand up and insist on trust. I think there should be more part time work in the IT sector for women with children. Employers need to value and respect people and have a social respect. Companies used to give stock options and then expect that people would work 70 hours a week. It wasn’t sustainable. There should be education available on working as partners in a sustainable way. My manager allowed me to set my own hours. I had the flexibility to accommodate my own needs. We’re not trying to eradicate or box in the chaos, but harness and manage it into creativity. Goal driven work is best. It takes trust. June 12, 2001 20 Recommendations for Employers When asked for recommendations for Science Council/ITAC, participants responded with suggestions for employers. To summarize, group members said the following: • Employers should be honest and candid when hiring employees. If long hours and overtime are the accepted norms in the company, then alert candidates to them. • Reward results, not hours at the office. • Offer flexible hours and be prepared to let employees actually have them. • Offer ongoing training and support employees’ efforts to acquire further education. • Offer coaching and mentoring in work-life balance and lifestyle issues, from coaches who understand the particular demands of the high-tech sector. • View employees as people and respect their personal lives. Understand that even if work-life balance is unimportant to senior management, it may be very important to certain employees. • Talk to employees regularly, and have a regular dialogue to create a “win-win” situation for everyone on work-life issues. June 12, 2001 21 5.0 Commentary After a review of the literature and the data received from company interviews and employee focus groups, Ingenia offers the following thoughts on work-life balance issues in BC high technology firms. Work-life balance is a problem in many sectors, in many countries The challenges of work-life balance are not unique, either to the province or the high technology sector. As our literature review shows, countries around the world are attempting to wrestle with the issue, in a variety of ways. Too, while respondents often commented on the fierce global competition they face, other sectors in British Columbia must also do business in a tough international arena. Long hours may be the norm in many high technology firms, but law, medicine, consulting and financial services also are known to require significant employee time. Work-life balance is one component of an overall human resources policy Work-life balance programs form part of companies' overall human resources policies and practices. To be competitive, firms must also address issues of compensation, career development, training and education and leadership, among others, particularly in their early years. Size matterssometimes As might be expected, larger more established companies tend to have more developed work-life balance practices. They usually have the staff and resources to implement programs. Our sample showed, however, the existence of companies with under 50 employees who use work-life balance policies as a key recruitment and retention tool. In most cases, they were seeking highly specialized and experienced employees in their 30s and 40s. Other small firms emphasized a "family" approach, in lieu of formal programs and policies. Management mattersall the time Work-life balance policies depend crucially on the attitudes and actions of senior management within a firm. In fact, as the employee focus groups revealed, work-life balance issues often arose because of poor management skills, or the belief of company leaders that work is life. Firms that have successful policies often cite the key role senior management plays. More broadly, work-life balance in some companies depends on their leader's overall vision. Some companies may seek to be in business for the long run, and so slowly build a sustainable business from the start. They view their employees as assets to be nurtured. Others may forever be in start-up mode. For instance, we interviewed several companies that had been in business for over 5 years, with over 100 employees. They had no HR department, or staffed it with a part-time employee who juggled other June 12, 2001 22 responsibilities. Formal HR policies were minimal and these companies seemed to practice a burn and churn management stylework employees hard, then get new ones. Work-life balance was not seen as important to the bottom line. With age comes a desire for balance The age of the workforce has an important influence on the pressure for balance. Companies with large numbers of people in their 30s and 40s tended to have more policies in place, though few related to family responsibilities. Coffee, tea or Gatorade? After four weeks of study of the high tech sector, we are left with the distinct impression that the definition and importance of work-life balance varies by sub-sector. While we acknowledge the small sample size, certain trends seemed consistent. For example, in IT interviews, respondents spoke of giving their employees the flexibility to juggle their work and personal lives. At the same time, only a few questioned the number of hours people actually worked. Respondents said, and the focus groups mirrored them, that they generally expected staff to work long hours; what companies were trying to do was make it less complicated for employees to put in their time. Typical was the remark of a director of HR, who lauded the work-life practices of her firm, "Look at me. I've got small children, so I only work four days a week. So, I only put in 40-45 hours, instead of my usual 60." In contrast, respondents from the biotechnology and aerospace sectors seemed much more conscious of time at work. For aerospace, this perspective may have a practical basis; these companies pay overtime, so work beyond a 40-hour week can quickly affect the bottom line. Too, companies were generally older and larger, with time perhaps, to have put policies and procedures in place. Though newer, biotech companies said they had to have solid business plans in place from the startthe foundation for long-term HR policies. Some biotechnology firms said they were in the process of changing their focus from research to development. As they increasingly seek older and more qualified workers, the necessity of having work-life balance policies grows. These trends indicate a need for a multi-faceted, targeted approach to any initiatives related to work-life balance. The survey results show that some companies are keenly interested in the subject, while others view work-life balance as largely irrelevant to their competitive needs. To make best use of limited resources, we suggest that Science Council/ITAC take these views into account when planning any policies or programs. A snapshot, not a portrait Finally, we think it is important to regard this study for what it is: a short-term, smallscale testing of the waters. While a survey of 33 companies can result in statistically significant results, the margin for error is high. To gain a more robust, detailed understanding of work-life balance practices in the high tech sector, we suggest further June 12, 2001 23 research, sampling a larger number of companies throughout British Columbia. In addition, we recommend a longer time frame, to increase company participation. Soliciting companies for interviews was a challenge, with response rates from new media and software companies especially low. With more resources and time, these challenges would be easier to overcome. 6.0 Recommended Actions Having examined work-life balance issues, Science Council and ITAC may wish to situate any further activities within the broader context of an overall human resources action program. This strategy could address the mandate of Science Council/ITAC on human resources issues and outline the activities most appropriate to carry out. In addition, we believe that a multi-faceted approach will work best, one that takes into account the different needs and attitudes of the companies within the various high-tech sub-sectors. If Science Council and ITAC wish to pursue further specific action on work-life balance issues, we offer the following recommendations. Advance the policy agenda 1. The new provincial government has called for the creation of a Premier's Council on Technology. For the long-term development of the high technology sector, Science Council/ITAC may wish to advocate to the government that at least one council member have a strong background in human resource issues to bring forward recruitment and retention issues. Further the research 2. Survey the activities of other organizations, and co-operate with BC ministries and other organizations on work-life initiatives underway. For example, the former Ministry of Women's Equality has developed workshops on work-life balance for small business. These might be adapted for use in technology firms, and offered on a cost recovery basis to them. 3. Sponsor further research to develop case studies of smaller high tech firms in BC and elsewhere, that outlines their work-life practices and results. The studies should particularly emphasize the business case for work-life balance practices, inventory the benefits and describe tools to measure return on investment. 4. Conduct a review of studies pertaining to opportunities for persons with disabilities and Aboriginal peoples in the high tech sector. Sponsor further research on this topic where needed. June 12, 2001 24 Reward innovative practices 5. In conjunction with interested industry associations and newspapers/magazines, sponsor an annual award for innovative human resources practices in the high tech industries. Offer three awards by size of company (under 50, 50 -100, over 100). 6. In conjunction with an interested newspaper/magazine, create a biannual list, 10 Best Tech Companies to Work for in British Columbia . The criteria and process could be similar to that used in the Globe and Mail and Fortune surveys. Continue to educate 7. In conjunction with interested groups and organizations, undertake a multi-pronged approach to further assess the needs of the sector in work-life balance, then develop educational activities to meet them. This approach could be layered, and implemented over time. Activities could include: a) Sponsor a senior executive forum on work-life balance issues in the high tech sector. Seek a high profile speaker, preferably a CEO or senior manager from a company that has successfully implemented work-life balance policies. Invite senior executives, human resources professionals and others to attend. b) Based on the results of the forum, develop a web-based resource particularly targeted to human resources professionals working in high technology industries. Fact sheets, how-to manuals, best practices and similar materials could educate and assist them in developing work-life policies appropriate for their firm. The Vancouver Island Advanced Technology Centre currently has a project of this nature underway; cooperation could be an avenue to explore. c) Using the forum and the web site feedback as a guide, sponsor a monthly seminar/speakers series on human resources issues in the high tech sector. Seek the support of interested associations, and rotate the meetings. (For example, one month work with a software association, the next, a biotech association.) June 12, 2001 25 7.0 References Boyle, M. (2001, January 8). How the workplace was won. Fortune. Retrieved April 11, 2001 from the World Wide Web: http://www.fortune.com. Centre for Families, Work & Wellbeing. (2000). Family friendly practices and flexibility in small companies in Canada. Retrieved March 1, 2001 from the World Wide Web: http://www.uguelph.ca/cfww/index.html. Clark, S.C. (2000). Work/family border theory: A new theory of work/life balance. Human Relations, 53, 6, 747-770. Conference Board of Canada. (2000, June 9). Employers are responding to employees’ need for work-life balance. Retrieved March 8, 2001 from the World Wide Web: http://www.conferenceboard.ca/press/2000/work-life.htm. Cook, M. (2001, May 14). Nexus kids just wanna have fun: Canadians between the ages of 18 and 35 are looking for ways to enjoy their work and have fun. Financial Post. Retrieved May 29, 2001 from the World Wide Web: http://globalarchive.ft.com/globalarchive/articles.html. Department of Employment, Workplace Relations and Small Business. (2001). Making innovative agreements: work and family information series. Retrieved May 1, 2001 from the World Wide Web: http://www.dewrsb.gov.au. Eaton, S.C. (2000). IF you can use it: The effect of work/family practices in biotechnology firms on commitment and performance. Retrieved June 6, 2001 from the World Wide Web: http://web.mit.edu/afs/athena.mit.edu/org/i/ipc/www/00-004_Eaton.pdf. Gordon, Andrea. (2000). 35 best companies to work for. Report on Business, February, 2000. Retrieved April 8, 2001 from the World Wide Web: http://www.robmagazine.com/archive/2000ROBfebruary/html/cover35_best.html Greaves, I. (2001, March 9). Lack of free time a health hazard: survey. Ottawa Citizen, p. D18. Grimein, M. (2001, January 8). 100 best companies to work for: smart is not enough. Fortune. Retrieved April 11, 2001 from the World Wide Web: http://www.fortune.com. June 12, 2001 26 Guest, D.E. (2001). Perspectives on the study of work-life balance. A discussion paper prepared for the 2001 ENOP Symposium, Paris March 29-31. Retrieved May 29, 2001 from the World Wide Web: http://www.ucm.es/info/Psyap/enop/guest.htm. Langdon, G. (2001, April 16). Balancing work, personal life key for employees. USA Today. Retrieved May 29, 2001 from the World Wide Web: http://www.usatoday.com/careers/news/2001-05-16-balance.htm. MacBride-King, J and Bachmann, K. (1999). Is work-life balance still an issue for Canadians and their employers? You bet it is! Toronto: Conference Board of Canada. Maitland, A. (2001, May 28). Work-life balance efforts “likely to fail". Financial Times. Retrieved May 29, 2001 from the World Wide Web: http://globalarchive.ft.com/articles.html. McKay, Shona. (2001). The second annual ranking of Canada's top employers by Report on Business Magazine and consulting firm Hewitt Associates. Report on Business, February, 2001. Retrieved April 8, 2001 from the World Wide Web: http:// www.robmagazine.com/archive/2001ROBfebruary/html/cover35best1.html. Miller, B.E. (1997). Rescue Your Work/Life Program. Workforce, 76, June 1997 p. 84. Described in Thomas, S. (1998). Organizational culture and Work-life management: Implications for the field of information technology. Retrieved March 9, 2001 from the World Wide Web: http://www.sims.berkely.edu/~sthomas. Pfeffer, J. (2001). What’s wrong with management practices in Silicon Valley? A lot. MITSloan Management Review, Spring 2001, p.102. PricewaterhouseCoopers. (2000). What do Canadian IT employees really want? 2000 Survey Report. Retrieved March 8, 2001 from the World Wide Web: http:// ca.pwcglobal.com. Segal Company and WorldatWork. (1999). 1999 survey of performance-based work/life programs. Retrieved May 30, 2001 from the World Wide Web: http://www.workatwork.org/research/generic/htlm/worklife-survey-home.html. Shukla, S. (2001, January 21). The work-life balance. India Today. Retrieved May 29, 2001 from the World Wide Web: http://www.india-today.com/btoday/20010121/lifeandwork.html. June 12, 2001 27 Stein, M. (2000, May 29). Winning the war to keep top talent. Fortune. Retrieved May 31, 2001 from the World Wide Web: http://www.fortune.com. Thomas, S. (1998). Organizational culture and Work-life management: Implications for the field of information technology. Retrieved March 9, 2001 from the World Wide Web: http://www.sims.berkely.edu/~sthomas. Work in America Institute. (2000). New study by Work in America Institute finds business benefits and work/life balance improves when employees redesign work. Retrieved May 28, 2001 from the World Wide Web: http://www.workinamerican.org/news/holding_a_job.htm. June 12, 2001 28 8.0 Appendix A Research Methodology Interviews After discussion with the project Steering Committee, we selected five high technology sub-sectors to study: computer hardware, software, new media, biotechnology and aerospace. We used a quota sample of six companies per sector, seeking a total of approximately 30 firms. Participants were recruited through Steering Committee and trade association referrals and by calling companies listed in the BC Biotechnology directory and on the Aerospace Association web site. We also solicited participants through a posting to mailing list for high technology human resources managers. We devised a 47-question telephone survey, which took between 12-15 minutes to administer. Respondents were generally senior executives (small companies), administrative staff responsible for human resources or human resources professionals within the firm. Further details on the companies can be found in the main report. Participation in the interviews was voluntary. Focus Groups We conducted two focus groups, with 12 and 15 participants respectively. Participants were either currently employed or seeking employment in one of the high technology sub-sectors targeted for research. We recruited participants through personal referrals, and postings to the Wired Woman, Digital Eve and BC Technology Industry Association mailing lists. Given that participants self-selected, they may hold particularly strong views on work-life balance issues, different from those of a randomly selected group. As well, two of the lists target women almost exclusively, which may account for the over representation –22 of 27– of women in the groups. Further details on the individual characteristics of participants can be found in the main body of the report. The focus groups lasted 90 minutes. Participation was voluntary. June 12, 2001 29