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Childcare in the working environment

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CHILDCARE The traditional family of a working father and a stay-at-home mother scenario is fast changing as more and more women are also joining the work force. This means that increasing numbers of employees are working parents who must find ways to cope with the often conflicting time demands of both work and childcare. It is a serious concern for employees and has a direct impact on the businesses. There are two reasons why businesses should also be concerned and are as follows: * Firstly, problems with child care can adversely affect the job performance of working parents by increasing absenteeism, tardiness, turnover rates and recruiting and training costs. These in turn, can adversely affect productivity and work quality and ultimately the competitiveness of the businesses that employ these workers. * Secondly, in the past such problems with childcare would be of little concern of employers since few employees were affected and there always seems to be other workers willing to take the place of those that quit. But the labour market today and into the foreseeable future is radically different. Apart from the above, human resources studies had shown that work-family programs and benefits may have an impact on employee recruitment and retention. Based on the above, employers should consider providing childcare facilities for the employees. Balancing work-life commitments is a key challenge for both employees and employers. Employers who play a role in helping their employees benefits enormously through: * Wider recruitment pool - With more and more women are set to enter the workforce, many of them are parents. ...read more.


union, functional level and classification or proximity/distance to headquarters Types of diversity in the workforce Workforce diversity in organisations is becoming more heterogeneous in terms of gender of gender, race and ethnicity. One of it is the demographic change in the composite of gender in the workforce. Today's workforce has the highest levels of employment participation ever by women. This is largely due to the availability of education and the change of mindset of parents on their perception of women furthering studies. This has sort of created the problem of men having problem accepting the idea of women going up the corporate ladder which created the 'glass ceiling' syndrome. Apart from gender, age is also another type of diversity. The age difference is much greater in the current business environment. Age diversity has created new problems for organisations that have typically moved employees through the organisations. Not only are employees not retiring but they are those that are returning from retirement. This sometimes creates odd age inversions in which an older employee is managed by a much younger employee. This creates an uncomfortable role reversal akin to "telling your grandpa to clean the table". In trying to understand just exactly what "diversity management" is, consider the following set of assumptions and belief systems about diversity that have more to do with human behavior than they do race, gender or age. These underlying principles are inherent to diversity work: 1) ...read more.


* Recognised diversity initiatives and diversity results will attract the best and brightest employees to an organisation. Managing diversity well aids the organisation's recruitment process. Because it is often a precursor to what kind of career opportunities and situations await them, recruits now commonly ask about the organisation's initiative and factor that into their employment decision. Also, successful diversity initiatives help companies against employment related lawsuits. * Increased creativity. One byproduct of capitalising on differences is creativity. Historically, some of the most creative periods in civilisation have emerged when people from different background had contact. It is the same in an organisation, employees from varied backgrounds can bring different perspectives, ideas and solutions, as well as devise new products and services, challenge accepted views and generate a dynamic synergy that may yield new niches for business. * Flexibility ensures survival. Diversity is a training ground that requires hard work, commitment to business ideals, and an ability to learn to handle change by adapting to new situations and learn from people who are different from us. Because change is the only certainty ahead, making adaptations required by diversity keeps an organisation flexible and well-developed. Strengthening the ability to respond to changing environments and demands is a strategic business imperative that is critical to ensuring organisational viability. Conclusion In conclusion, well managed workforce diversity can allow organisations to gain a competitive advantage, through low staff turnover, more job satisfaction, high motivation and less internal conflicts. Apart from it, diverse workforce bring new ideas to the organisations that aid in creative problem solving and provides organisation a competitive advantage by enabling them to better meet the needs of their customers. ...read more.

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