ERIC ED364665: The Emerging Role of the Work-Family Manager. Report Number 987.

33 Pages·1992·0.6 MB·English

by  ERIC

DOCUMENT RESUME
CE 065 120
ED 364 665
Johnson, Arlene A.; Rose, Karol L.
AUTHOR
The Emerging Role of the Work-Family Manager. Report
TITLE
Number 987.
Conference Board, Inc., New York, N.Y.
INSTITUTION
ISBN-0-8237-0435-1
REPORT NO
92
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Research/Technical (143)
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*Career Development; Conflict Resolution; Emerging
DESCRIPTORS
Occupations; Employer Employee Reiationship;
*Employment Opportunities; Employment Patterns;
Employment Practices; *Employment Qualifications;
Management Development; *Managerial Occupations;
*Personnel Management; Role Conflict
*Family Work Relationship
IDENTIFIERS
ABSTRACT
The definition and structure of the relatively new
job of work-family manager and the qualifications and career
opportunities of individuals holding the job were explored in a
study. Information was gathered from focus group discussions of 32
work-family managers, 68 completed responses to a 1991 survey of a
sample of 116 work-family managers, a survey of 32 companies, and
telephone interviews of a random sample of 18 executives to whom
work-family managers report. The research established that the
appointment of work-family managers is usually an outgrowth of needs
assessment and program development, the primary responsibilities of
the job are programmatic (issues analysil, policy design, and program
implementation), the primary customers of work-family managers are
management and employees, and the job may be structured as a full- or
part-time position. Incumbents in the position have diverse
educational and job experiences; however, management experience
predominates as a qualifying criterion, and strong communication and
interpersonal skills are required for the influencing, negotiating,
and spokesperson aspects of the job. The number of work-family
managers will likely increase in the next few years, and their
responsibilities will likely shift from program development to
organizational development. (Appended are job descriptions for
work-family management positions at four U.S. corporations.) (MN)
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Reproductions supplied by EDRS are the best that can be made
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from the original document.
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The Conference Board
Report Number 987
The [merging Role
thc
or
Work-ramil Manager
Research on more than 70 companies with a designated
work-family manager shows:
dramatic job growth will continue
the heart of the job is management, not service delivery
communicating the business case is an ongoing task
the future of the job is change management
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Office of Educattonat Research and Improvement
EDU ATIONAL RESOURCES INFORMATION
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Serving Business and Society Since
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2
About The Conference Board
Founded in 1916. The Conference Board's twofold
purpose is to improve the business enterprise system
and to enhance the contribution of business to society.
To accomplish this. The Conference Board strives to be
the leading global business membership organization
that enables senior executives from all industries to
explore and exchange ideas of impact on business pol-
icy and practices. To support this activity, The
Conference Board provides a variety of forums and a
professionally managed research program that identifies
and reports objectively on key areas of changing man-
agement concern, opportunity and action.
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Copyright © 1992 by The Conference Board. Inc.
All rights reserved.
Printed in the U.S.A.
This document is printed
ISBN No. 0-8237-0435-1
on recycled paper.
The Emerging Role of the Work-Family Manager
by Arlene A. Johnson and Karol L. Rose
Contents
FROM THE PRESIDENT
5
EXECUTIVE SUMMARY
6
A NEW JOB
8
Need for Information
What Is This Job?
8
Rapid Growth
8
9
Why the Position Is Established
DEFINING THE JOB
I I
Primary Responsibilities
I I
Management's Expectations
Employee as Customer
11
Multi-Site Responsibilities
12
Structuring and Positionine the Job
14
Incumbents Priorities
16
PROFILE OF A WORK-FAM1LY MANAGER
18
The Selection Process
18
Skills for Success
20
A Career Path?
20
OUTLOOK AND RECOMMENDATIONS
12
New Directions
The Challenge
23
EXHIBITS: JOB DESCRIPTIONS
15
Work/Family Programs
I . Bank of America. Manager
2. John Hancock. Family Care Issues Consultant
26
3. Times Publishing Company (St. Petersburg Times). Work & Family Resource Counselor
28
4. Xerox Corporation. Manager, Life Cycle Programs and Policies
30
4
The Emerging Rok of the Work-Family Manager 3
Authors' Acknowledgments
About the Authors
For their expert and dedicated assistance during all
Arlene A. Johnson, Program Director of The Confer-
phases of this research project, the authors would like to
ence Board's research on the changing work force,
thank Research Analysts Daniel Dreyer and Michael
directs research on work force diversity. innovative em-
Wheeler at The Conference Board and Shayne Parker,
ployee benefits, and work-family programs. She
Consultant to Time Warner's Work & Family Program.
manages the Board's Work and Family Council and
The authors would also like to thank Jane W. Pierson,
edits the quarterly periodical Work-Family Roundtable.
Manager, Corporate Compensation at Tihie Warner.
She is the author of the Conference Board reports Relo-
who lent her expertise and time to the compensation re-
cating Two-Earner Couples. 1990. and Strategies for
search component of this report.
Promoting a Work-Family Agenda. 1991.
Karol L. Rose is Manager, Work & Family Programs/
Training for Time Warner Inc. and a frequent presenter
at work-family conferences. Prior to joining Time
Warner, Ms. Rose launched one of the nation's first
employer-supported child care consulting firms and co-
authored The Employer' s Guide to Child Care. She is
a member of The Conference Board's Work and Family
Council.
5
4 The Conference Board
From the President
analyzes the emergence, responsibilities, qualifications
Issues such as flexible work schedules and child
and outlook for the work-family position.
care needs are no longer considered "soft" human
The Conference Board is grateful to the many compa-
resource concerns; they are fast becoming the
nies and individuals who shared their experience and
"hard" issues of the '90s.
insight. We especially thank Time Warner Inc. for its
More and more companies are designating a work-
active and visible support of this research.
family manager to develop policies and programs
PRESTON TOWNLEY
designed to help employees remain productive while
President and CEO
meeting their family responsibilities. This report
6
The Emerging Role of the Work-Family Manager 5
Executive Summary
The primary responsibilities of the job are program-
Until recently, the role of work-family manager
matic (e.g.. issue analysis. policy design and program
was non-existent. But during the past two years
implementation). Change management and organization
several hundred firms have designated such an
development are also important. since work-family man-
individual to develop, coordinate and promote the
aeers are expected to build support for the new programs
company's expanding work-family policies and pro-
they develop. Incumbents stress that the most pervasive
grams. The rapid growth of the position raises practical
and challenging part of the job is in definine and commu-
questions about how to define and structure the job as
nicatine the business case for work-family programs.
well as about qualifications and career opportunities for
The primary customers of the work-family manager
individuals who have the job.
are management and employees: management wants
The appointment of a work-family manager is usu-
work-family initiatives linked to the bottom line:
ally an outgrowth of needs assessment and program
employees' needs may be addressed directly through
development. Companies designate a work-family man-
counseling or indirectly throueh policy development.
ager to give consistency and focus to work-family
To meet the challenge of geographically dispersed em-
programs and to formalize the company's commitment
ployees and multiple business units, work-family
to work-family concerns.
1VIet hod
levels for work-family managers with comparable job
The research for this report consisted of four compo-
responsibilities.
nents: focus groups, a questionnaire, a compensation
survey and supervisor interviews.
Supervisor interviews: Telephone interviews were
conducted with a random sample of 18 executives to
Focus groups: In spring 1991. 32 work-family man-
whom work-family managers report. Each executive
agers participated in focus group discussions held in
was interviewed about the reasons for establishing a
New York City and Los Angeles. The discussions ex-
work-family manager position, the pros and cons of hav-
plored the managers' experiences in the work-family
ing such a position. and the future of the work-family
position, similarities and differences in how the job is
manager job in their company.
structured in different companies, and perspectives on
Additional information came from presentations and
the evolution and future of the work-family position.
discussion groups at the first national conference for
Questionnaire: Surveys were distributed in August
work-family managers, held in Chicago in November
1991 to a sample of 116 work-family managers. The 68
1991 and cosponsored by Work/Family Directions. the
respondents (a 59 percent response rate) provided
Boston-based consulting and employer services organi-
detailed information on job responsibilities- reporting
zatim, and the Families and Work Institute, a non-
relationships, staffing patterns, job credentials, and
profit research and planning organization based in New
organizational and personal priorities for their
York City. Background information and insights were
companies' work-family programs.
also provided by participants in the December 1989
meeting of Boston University's Work and Family
Compensation survey: Using a specially developed
Roundtable and by the 35 members of The Conference
compensation survey instrument, 32 companies pro-
Board's Work and Family Council.
vided information on salary ranges and compensation
7
6 The Conference Board
employees solve their work-family conflicts. The real-
managers try to involve local and regional managers in
ity is of a business manager. committed to organiza-
sharing the responsibility for programs.
tional goals. competing for resources, and heavily in-
The work-family job may be structured as a full-time
volved in planning, communication, negotiation and
or part-time position. It is usually located within the
program development.
human resource department and is compensated at a
Work-family managers value the visibility and influ-
middle-management level. Though employee benefits
ence that their job provides, and they appreciate the
and work-family programs are usually separated func-
tionally, work-family managers tend to feel that there
opportunities for creativity, experimentation and risk-
would be benefits in closer collaboration.
taking that the newness of the job affords. Most regard
Incumbents in the work-family manager job have di-
the job as a positive career step, but, at the same time.
verse educational and job experiences. Experience in
they wonder whether the job is properly valued and if it
child care and social service qualified some candidates
will present future career opportunities.
for the job. but. in general, management experience pre-
In the next few years the number of work-family man-
dominates as a qualifying criterion. Of graduate degrees
aeers will continue to increase, and the focus of
awarded to incumbents. 65 percent are in management.
responsibilities will shift from program development to
Over half of incumbents have experience in human
organization development. Consistent with the goal of in-
resource management.
stitutionalizing work-family awareness, more effort will
Several kinds of skills have proven valuable in the
go toward manaeing change. dispersing work-family re-
job. Strong communication and interpersonal skills are
sponsibilities throughout the organization, and creating
required for the influencing. negotiating and spokesper-
synergy with other functions and business objectives.
son aspects of the job. Planning skills and knowledge of
The work-family manager position is proving to be
the organization are necessary for assessing the com-
an effecnve way for a company to channel resources to
pany's needs and tailoring programs to fit those needs.
work-family objectives. The question for the future is
The popularized image of a work-family manager is
whether the position can also change company culture
that of a social worker or child care expert who coun-
and institutionalize work-family awareness.
sels employees and provides direct services to help
3
The Emerging Role of the Work-Family Manager 7
A New Job
"Purpose: To establish a designated. corporate position to
all the company's work-family initiatives. The title var-
support and enhance the company's commitment to provide an
ies from company to company, as does the amount of
environment. policies, and programs that enable employees to
time dedicated to the role. However, since there is
ma.vimi:e productivity in their employment by successjUlly bal-
enoueh similarity in the purpose and content of these
ancing responsibilities associated with both work and family."
jobs. the people who hold them are becoming known as
from "Proposal to Establish a Work-Family issues Position."
work-family managers. In this study, a work-family
submitted July. /991. Fortune 50 company
manager is defined as someone who has specific.
assigned responsibility for developing and/or imple-
The role of work-family manager. much less the
menting work-family policies and programs.
title, was virtually non-existent five years ago.
Today, several hundred firms in the United
Need for Information
What Is This Job?
States have created a work-family manager roleand
The rapid emergence of the work-family manager
the numbers are increasing monthly. In spring 1991. at
position raises questions both for companies and
The Conference Board's Work and Family Conference
incumbents who hold the job. In addition to evaluating
in New York City, 40 percent of attendees said their
the merits of establishing this position. companies are
companies have a work-family manager. The dramatic
asking how to structure and position it within the organi-
emergence of this new human resource function reflects
zation. Incumbents find themselves pioneering a new
the fact that helping employees balance work and fam-
field without the benefit of a well-established peer net-
ily is increasingly seen as a business issue.
work or the kind of job guidelines available for most
A growing number of employers are focusing on the
other human resource functions.
reciprocal impaci of work and family responsibilities
The purpose of this study is to enable executives and
and its implications for productivity, recruitment and
work-family managers to benefit from the experience of
retention. For example, many companies have im-
over 70 companies that aave defined and assigned work-
plemented dependent care assistance programs and
family responsibilities. For organizations, it will help
flexible work arrangements. A study of 188 of the For-
evaluate the concept of a work-family manager, identify
tune 500 companies found that 55 percent provide child
options for structuring and staffing a work-family posi-
care resource and referral, 48 percent offer job-sharing
tion, and examine present practices and trends. For
arrangements. and 55 percent offer elder care consulta-
individual work-family managers. many of whom say
tion and referral for employees.' In response to a 1990
that shaping their own job is one of their greatest
Conference Board survey, human resource executives
challenges. the study provides perspectives on how the
said that. of all recruiting incentives, family-supportive
work-family manager role is evolving and how it is de-
programs and flexible work arrangements would in-
fined by peers and other companies. The final section of
crease most in importance over the next few years.:
the study analyzes the prospects for a specialized work-
To coordinate, direct and evaluate the growing num-
family role within human resources and makes
ber of work-family policies and programs. many
recommendations for companies that plan to establish
companies are designating a specific person to overset
this kind of position.
The Corporate Reference Guide to
Families and Work Institute.
Rapid Growth
Work-Family Programs.
1991.
See "What Incentives are Important for Recruiting Employees?"
2
The job of work-family manager has evolved rap-
in Rethinking Employment Security. The Conference Board.
idly. Sixty percent of study respondents said their
RB 244. 1990.
9
8 The Conference Board
Chart 1:
Chart 2:
How Long Has Work-Family
Why Was Work-Family Position Created?
Position Existed?
To coordinate and
70
develop an already
To assess needs and begin
Other
comprehensive set
development of programs
11.8%
of programs
36.8%
60
10.3%
0 50
c
a)
40
a)
ct
-2 30
a
a)
1)
&Win
20
II-
To act on already
To expand and increase
identified needs
existing programs
13.2%
27.9%
10
to implement programs equaling those of competitor
4'
4'
4°
4"
41
.4,z
companies. It would also provide consistency and conti-
.
()
4)
nz
43
nuity in dealing with employees' and managers' policy
q;
4
4,5
04
questions. As a Midwestern executive summarizes: "In
Time
order to realize the company's vision of being a high-
quality, well-managed company. we created the posi-
tion to formalize the company's support of these issues."
company designated "work-family responsibilities" as
Naming a work-family manager is usually not a
a position or set of responsibilities within the last two
company's first initiative; rather, it is the outgrowth of
years. For one-third, the job was created in the last 18
previous needs assessments and program development.
months. Only 8 percent of the respondents are in posi-
often conducted by a task force, employee committee,
tions that existed for more than five years (see Chart 1).
or a work-family champion who effectively defines the
These figures may understa.,.; the percentage of new posi-
issues and recommends programs. Establishing a sepa-
tions because the study sample was deliberately skewed
rate position or set of work-family responsibilities
to include more experienced work-family specialists.
indicates the company has. to some degree. already rec-
Work-family managers report feeling challenged and
ognized that work-family concerns are important to the
rewarded by the newness of their position and the op-
business. The majority of survey respondents say their
portunity to define and develop their role. Bat the
job was established to expand and increase existing pro-
newness also creates frustration and unccetainty. Re-
grams and to act on already identified needs (see Chart
flecting on more than three years directing work-family
2). About one-third of responding companies estab-
programs, one respondent observes: "What's most chal-
lished the position to assess needs and start programs.
lenging about my job is also the most exciting part of
itthat I'm really making it up as I go along. Some-
Prior to creating a work-family manager position, a
company typically goes through a process of raising
times there are days when that's really wonderful, and
awareness and developing a few programs. As the pro-
then there are times when it's difficult hecause I'm not
grams grow. the need for coordination becomes evident.
sure where it's going."
One manager describes the evolutionary process: "At
first work-family issues come up in various places (in
Why the Position Is Established
the company). You do as much as you can without hav-
ing someone designated as the person. Then it gains
Asked why their company designated a work-family
some credibility and son', one says: 'We need someone
manager, executives name two primary motivations: (1)
to be in charge." Another manager observes: "You
to create a focus for communication and action and (2)
know, we had people working on this long before we
to embody the company's commitment to work-family
had anyone with the role. But at some point the com-
concerns. Having someone dedicated to developing, re-
pany felt they needed someone to own it. to be the
searching and implementing programs. it was felt, would
enable the company to move more aggressivelyto an-
champion. the advocaie, to carry the responsibility, to
keep track."
swer the burgeoning number of employee requests and
1 0
The Emerging Role of the Work-Family Manager 9