Company Case Studies

People:

Attract them.

  • A Pricewaterhouse Coopers worldwide study of 2,500 business graduates found their #1 priority was to achieve a balanced lifestyle and have a rewarding life outside of work.

Grow them.

  • Lee Hecht Harrison’s 2004 poll of 1,680 job seekers found that three-fourths of skilled workers are attracted by training and career development opportunities.

Keep them.

  • DuPont company-wide work-life surveys found that employees who use or are aware of work-life programs are more committed to the company’s business goals and less likely to consider leaving, less likely to refuse overtime and relocation, and more likely to go the “extra mile.”

Morale:

Raise it.

  • University of Texas researchers found that when supervisors are given people skills and are motivated to improve employee morale, profits go up.

Maintain it.

  • Baxter Healthcare found that addressing work-life issues, with a focus on management issues and the work environment, yielded significant return on investment of reduced turnover, heightened commitment and discretionary effort.

Profit from it.

  • ISR, an international survey research company, demonstrated strong links in the “service profit chain”, with a more favorable employee opinion driving more favorable customer opinion and higher sales.

Money:

Reduce health care cost.

  • Motorola offers work-life and wellness programs to its employees and reports saving $4 for every $1 it invests in these programs.

Reduce absenteeism.

  • Xerox’s Customer Administration Center experienced a 30% drop in its absenteeism rate after Flexible Work Arrangements were promoted and employees began to use them.

Increase shareholder value.

  • Watson Wyatt Worldwide’s 2002 Human Capital Index Study found that companies that promoted a collegial and flexible workplace produced a 9% increase in shareholder value.

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