CARE FOR YOU EMPLOYEES AND GET MOTIVATED WORKFORCE! This template shows you how to increase motivation and efficiency in the workplace. As an essential part of occupational health and safety, effective work-life balance is an asset to both employees and management. It increases motivation in the workplace and can have a positive impact on corporate image. Constant stress on the other hand impairs an employee’s performance, which in turn hurts the company. The Right Balance between Private Life and Career Our PowerPoint template provides you with the necessary information to create a satisfying work environment for your employees. http://www.presentationload.com/work-life-balance-powerpoint-template.html You will find diagrams and graphs summarizing the most important aspects of work-life balance as well as explanations of modern professional life and relevant health issues. With a comprehensive approach to work-life balance and improved working conditions, your company can avoid negative outcomes.

1. PREMIUM POWERPOINT SLIDES
Work-Life-Balance

2. WORK-LIFE-BALANCE
POWERPOINT TEMPLATE

3. Thosewho feelsatisfiedwith their personal lives
are more satisfied with their careers and perform
better.
Michael Hyatt, 2016
(Book: Living Forward: A Proven Plan to Stop Drifting and Get the Life
You Want)

4. INTRODUCTION
Work-Life-Balance refers to the
equilibrium between work and
personal life or how employees
prioritize time and effort in and
outside of work. The goal is to create
balance in all areas of life, which in
turn increases career and self-
fulfillment and helps prevents self-
injury caused by constant strain or
stress.
Work-life balance

5. INTRODUCTION
Interaction Between Business, Society and Employees
Common goal pursuit
Active participation in society through
employment
Employee Work-Life-Balance Society
Company
Legal framework

6. INTRODUCTION
Work-Life Balance as an Essential Part of Occupational Safety and Health
Corporate Health
Management
Occupational Safety
and Health
Workplace Health
Promotion
Health-Based
Performance
Aging Workforce
Prioritizing Personal and Professional Life
(Work-life Balance)
Workforce Diversity
(Diversity Management)
Occupational Safety and Health
(OSH) is concerned with the design
and development of business
processes to improve health and
safety in the workplace and in
employee behavior. It is intended to
benefit both workers and companies
alike.

7. INTRODUCTION
Legal Requirements that are Conducive to Work-Life Balance
PARENTAL LEAVE
ANDBENEFITS
DISPLAYSCREEN
EQUIPMENT
REGULATIONS
WORKINGTIME
REGULATIONS
OCCUPATIONAL
HEALTHAND
SAFETY ACT
HOLIDAY
ENTITLEMENT
EMPLOYMENTPROTECTION
SAFETY REGULATIONS
GESETZE

8. STATISTICS
Survey (Workfront, 2015)
0% 10% 20% 30% 40% 50% 60% 70%
Chief
Overtime
Inflexibiility
Incompetent colleagues
Long commutes
Unproductive meetings
Employer-issued devices
Non-stop emails
Clients
Other
Which aspects have an impact on work-life balance?
(610 participants)

9. STATISTICS
Facts of OECD (Organization for Economic Cooperation and Dev., 2013) Countries
Nearly 13 % of the workforce works 50
hours or more per week.
17% of male workers and 7% of female
workers have extremely long hours
(more than 50 hours per week).
A full-time worker devotes 62% of the
day, an average of 15 hours, to his
basic needs (eating, sleeping) and his
leisure time.

10. 4%
11%
34%
51%
"I think Ihave a good work-life balance."
(610 participants)
Contracting strong
Contracting
Agree strong
Zustimmen
STATISTICS
Survey (Workfront, 2015)

11. SOCIETY
Changes in the Professional World
3. TECHNOLOGY
DEVELOPMENT
 more flexible time and
workplace
 composite technology
4. GLOBALIZATION
 international competition
 shorter production cycle
 international migration
2. DEMOGRAPHICSHIFT
 life capacity
 longer time of employment
1. STRUCTURAL SHIFT
INTHE ECONOMY
 increased skill level
 knowledge-based service
economy
Beschleunigung
aller Prozesse
Kundenorientierung
Dezentralisierung
mehr Eigen-
verantwortung
Vermarktlichung der
Beziehungen mit
Wettbewerbern
Ganzheitlichkeit
von Aufgaben
Selbstorganisation

12. SOCIETY
Changes in Personal Social Life
Changingage structure
Differences invalues andbehavior
Growingethnic andcultural diversity
Social change of women
Personal lifestyle

13. INDIVIDUAL
Personal Inventory
Important Life Aspects:
Time Investment:
High Medium Low
Life Partner
Friends, Acquaintances
Health (fitness, nutrition, doctor visits)
Finances
Profession (goal achieving, potential peak)
Leisure/Hobbies
Living (moving, change)
Travel
Professional development

14. INDIVIDUAL
Risk: Burnout Syndrome
BURNOUT
Complete exhaustion
Isolation
Behavioral change
Depression
Feeling of emptiness
Losing feelings for
one’s own character
Urge to prove one’s self
Increased drive
Neglecting personal
needs
Displacing needs and
conflicts
Defining worth
Denial of problems

15. INDIVIDUAL
Work-Life Balance Scale
individual (e.g.
perfectionism) + condition
(e.g. too many tasks) +
organization (e.g. high
responsibility)
individual (e.g. skills) +
condition (e.g. technical
equipment) + organization
(e.g. remuneration)
individual (e.g. resilience) +
condition (e.g. social
support) + organization
(e.g. autonomy)
individual (e.g.. self-
confidence, curiosity) +
condition (e.g. job variety) +
organization (e.g. open for
new regulations)
Buffer Buffer
ResourcesStress Factors

16. ORGANIZATION
Comparison of the Work-Life Balance Culture Between Management and
Employees
Work-LifeBalance
Management
Work
Demands
and Quality
Require-
ments
Work Hours
Qualifi-
cation
Work
Together
Work-LifeBalance
Employees
Atmos-
phere
Work
Structure
and Time
Manage-
ment
HR
Develop-
ment
Resources

17. ORGANIZATION
Balance Between Employer/Employee Expectations and Provisions
What does the
employer provide?
What does the
employee expect?
What does the
employer expect?
What does the
employee provide?
Employer
 Service
 Flexibility
 Respect
 Continuous
learning
 Engagement
 Loyalty
Employees
 Reasonable
workload
 Good work
environment
 Further training
 Career
opportunities
 Fairness
 Appreciative
attitude
 Job security

18.  Design target group
specific measures.
 Develop WLB
programs.
 Distinguish between
behavioral and
structural level.
 Implement WLB
on a behavioral
and structural
level.
 Establish regular
use of WLB.
 Designate WLB officer
and project team.
 Expand information
policy.
 Obtain commitment.
 Agree on
objectives
and work out
repercussions.
 Monitor WLB.
 Conduct
interviews.
 Specify
need/guidelines
for WLB.
4
23
1
Create Awareness
Develop a ConceptImplement and Stabilize
Secure and Evaluate
TASKS
ORGANIZATION
Support from the HR Department

19. ORGANIZATION
Areas of Consideration in an Employee-Focused Work Organization
Work Hours
Health
Work Organization

20. ORGANIZATION
Flexible Work Schedule Models
Full-Time
Day Week Month Year Life
Part-time work
50%0%
Night Shifts
Modular
Schedule
Four-Day Week
Individual Work
Schedule
Part-Time Rotation
FlexiblePart-
TimeShifts
On-CallWork
Alternating
Weekly Schedule
Telecommuting
Job-Sharing
FlexibleAnnual
WorkSchedule
FlexibleLong-Term
Accounts
Sabbatical
AutonomousWork
Groups
Trust-BasedWork
Part-Time Work
Flexible

21. ORGANIZATION
Motive-Action-Effect Model
Personal
Needs
Health
Work
Purpose
Social
Relationships
EXTERNAL
CONTROL
KOOPERATION
INTERNAL
CONTROL
COMMUNICATION
Antriebselemente
Innovative Ability
Resilience
Qualityof Life
Effect

22. Click here to visit www.PresentationLoad.com
DOWNLOAD POWERPOINT SLIDES