audit berufundfamilie

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1 audit berufundfamilie How to make employees happy and companies successful Antje Leist berufundfamilie Service GmbH Helsinki, 9. September 2014

2 I Parameters for family-oriented HR- Policy in Germany II audit berufundfamilie as strategic management instrument III Certified companies investment and profit 2

3 I Parameters for family-conscious HR-policies in Germany Average age 45,7 years (2013) Average age of employees 43 years (2013) 71,5 % of women between the age of 20 and 64 are working (2013; 2002: 61,8%) 27,3% of all employees are working part time (2013; 46,1% of women; 11% of men) birth rate 1,36 (2012; 2002:1,34) Orig.: Destatis,

4 I Parameters for family-conscious HR-policies Quelle: Statistisches Bundesamt, 2011 About 20 million employees will retire until

5 I Parameters for family-conscious HR-policies Germany has the highest percentage of persons of age 65 and elder within Europe 2.4 million persons are today in need of elder care (2020: about 2,9 million) 70% of elder care is provided by relatives, 23% of which are working (50% of those work full-time) 2/3 of elder care is provided by women Quelle: Statistisches Bundesamt, Ältere Menschen in Deutschland und in der EU. 2011, S. 13 5

6 I Parameters for family-conscious HR-policies in Germany Paid family leave for max. 14 months after the birth of the child, an average 2 months taken by fathers Unpaid family leave until the child reaches the age of 3 with guaranteed workplace security (used only by 2% of the fathers) child care for under 3 or day care still insufficient Social divide between working moms and stay-at-home moms tax system favours single bread-winner models which results in a high percentage of women working part-time changes in family law, changing family patterns and rising divorce rates 50+ result in more women re-entering the workforce 6

7 I Reconciliation of work and family is a general issue in Germany today Quelle: ergo Kommunikation, Februar

8 I Increasing readiness to change jobs when better opportunities for work-family balance are offered Quelle: Familienfreundlichkeit Erfolgsfaktor für Arbeitgeberattraktivität ; Hg.: BMFSFJ / Erfolgsfaktor Familie (2011) 8

9 I Employers recognize the relevance 97% of employers believe, that family friendly HRpolicy makes employers more attractive 78% of employers plan to extend their family-oriented measures Quelle: Bundesministerium für Familie, Senioren, Frauen und Jugend / BPM

10 I Many companies offer individual solutions Zahlen einfügen 3b. 80% flexible work time models 51% mobile work 50% support for care givers 40% priority vacation planing for parents 33 % financial support for child care 33% paid leave for sick child 18% individual work-time arrangements Quelle: Forschungszentrum Familienbewusste Personalpolitik 2013; DIHK

11 I Certified employers take the lead company child care 2,4 29 further support of child care 15,1 46 part-time 79,2 97,3 job-sharing 20,4 51,7 (alterniating) telework staying in touch during parental leave 21,9 27,3 53,8 94 berufundfamilie ggmbh Unternehmensmonitor part-time during parental leave 60,5 89,5 support of nursing service / short-term care 8,9 44 particular activities towards fathers 16,2 47,9 household services 4,9 13, Unternehmensmonitor Familienfreundlichkeit 2010 (Hg.: BMFSFJ sowie vom Institut der deutschen Wirtschaft) verglichen mit zertifizierten Arbeitgebern (Unternehmen, Institutionen und Hochschulen) der berufundfamilie ggmbh Stand: Mai 2011 berufundfamilie ggmbh 11

12 I Parameters for family-oriented HR- Policy in Germany II audit berufundfamilie as strategic management instrument III Certified companies investment and profit 12

13 II The audit berufundfamilie has a strategic approach. It is a management instrument to structure, govern and develop the HR- Policy a defined process including consulting, knowledge transfer and support which defines the culture of a HR-Policy in order to reflect the requirements that different stages of life and forms of family have toward the workplace... a Certificate with annual external reporting... a recognized quality seal 13

14 II The audit-process in several steps preparation status quo survey strategy workshop (SW) auditing workshop (AW) objective agreement analysis of the key figures, structuring and systematization of the measures Top down: Strategic objective and definition of parameters Bottom up: Adequate and suitable measures Signed by CEO and implemented within 3 years assessment & certifiate 14

15 II One process scalable for all sizes 15

16 II The structure of the instrument follows classical HR-approaches 1. Working Time 2. Work Organisation 3. Work Location 4. Information and Communication 5. Leadership / management 6. Human Resource Development 7. Compensations and Benefits 7. Entgeltbestandteile und geldwerte Leistungen 8. Service for Families 16

17 II Sustainability through self-organization, external control and networking auditing certificate network implementation 17

18 II Work & family is more than just child care. Career stages & life phases Work & care Carreer & family Aging workforce Internationality Flexibility Retention succession HRdevelopment Health management Generation management Talent pools prospecting Tangible plan of action: objective agreement 18

19 II From Input to Output External consultation by berufundfamilie Self-organization by the company 19

20 I Parameters for family-oriented HR- Policy in Germany II audit berufundfamilie as strategic management instrument III Certified companies investment and profit 20

21 III Landmarks within the audit-network 535 companies : 25% of the Top 100 Companies in Germany 40% of the Top 30 Dax Companies in Germany 45% of the 20 largest insurance companies 50% of the 20 largest banks 370 public institutions, among those is the Federal Government 127 universities: 82 % of all universities in Germany with over students 8 of the 11 Elite-Universities ( ) 8 members of the TechU9 Stand: August

22 III Successful clients and happy families 22

23 III Investments of a HR-Policy which offers measures to reconcile work & family/life commitment, targets & enforcement from top leadership clear message & solutions for middle management measures for staff information & communication for the internal and external public 23

24 III Economic benefits of a HR-Policy which offers measures to reconcile work & family/life Family-friendly HR-policies current staff potential employee employee satisfaction employee retention prospecting quality of applicants pool of applicants motivation absenteeism Accumulation of human capital customer retention costs for prospecting and internal training costs for job vacancies productivity 24

25 III Value-orientation in HR-Policy pays off +25% familienbewusst - 25% familienbewusst Employee motivation Mitarbeitendenmotivation -17% 14% Employee productivity Mitarbeitendenproduktivität -10% 13% Quality of applications Qualität der Bewerber -14% 12% Customer retention Bindung von Kunde/Kundinnen -12% 10% Staff retention Mitarbeitendenverbundenheit -11% 9% Labour turnover rate Fluktuationsrate -4% 15% Staff vacancies Stellenbesetzungsdauer -9% 8% Rate of absence Fehlzeitenquote -12% 48% Krankheitsquote Sickness absence rate -22% 27% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% Discrepancy percentage from the average of companies which are 25 % more and 25 % less family conscious. ( Münster und Berlin 2013) 25

26 Thank you very much for your attention. 26

27 berufundfamilie Service GmbH Hochstraße Frankfurt Telefon info@berufundfamilie.de