Overcoming Common Objections to Work/Family Programs

There is no need for work/family programs

Study after study has documented the need for work/family programs, and recent studies are showing the positive effects of work/family policies and programs on employers as well as employees. In addition, labor force participation rates have increased dramatically for women, especially those with children. Today, more than 70 percent of women with young children work outside the home and researchers project that as much as 40 percent of the American work force will assume some eldercare responsibilities within the next 5 years.

A survey of the workforce will determine the extent to which child care or eldercare are issues for AFSCME members. Contact the Women’s Rights Department to design a survey specifically for your workplace.

We can’t set up work and family programs because only a small group of employees will benefit from them

The equity issue is often raised by employers and sometimes by union members as well. Employers may claim that it is unfair to provide benefits that can only be used by some employees. Occasionally, employees who do not have any family responsibilities at the time may resent special programs for employees who do have these responsibilities. Good communication is the key to eliminating this issue.

For example, work/family programs are not just benefits for a few people. Alternative work schedules and family and medical leave, for example, can be of benefit to all employees. Also, many existing benefits are not used by everyone equally, e.g., health insurance and disability plans.

More importantly, union strength has always been based on the idea that by working together members can best help each other. So while some members may not need such services now, they may need them later or they may need some other benefit which will call for the support of the entire membership.

The goal is to design a comprehensive work/family package, including a combination of options so that it helps as many members as possible.

Work/family programs cost too much

In fact, the cost of work/family programs varies a great deal, depending on the types chosen. Alternative work schedules, for example, may not cost the employer anything. Rather, these changes would benefit both the employer and the employee. The employer can be assured of having a workforce that is at work, on time. For the employee, having more flexibility to handle both work and family responsibilities results in increased morale and productivity.

In addition, some programs, such as Dependent Care Assistance Programs (DCAPs), may have some initial set-up costs, but once established, cost little to maintain. Moreover, DCAPs actually save the employer money.

The union needs to document the benefits to the employer of the proposed programs. Even for programs that cost, the benefits to the employer for implementing such programs may far outweigh the costs. Studies conducted by employers with work and family programs reveal that these programs result in reduced turnover, increased retention, decreased absenteeism, lower training expenses, higher morale and increased productivity and loyalty from employees.

Caregiving responsibilities aren’t affecting productivity

A national study conducted by the Families and Work Institute found that among workers with a spouse and/or children, 54 percent reported having some or a lot of interference between their job and family life. Working mothers with children under 13 miss an average of 6.4 days of work a year, while fathers miss 3.85 days. One-third of families with children under 6 reported they have had child care arrangements fall apart in the previous 3 months.

Regarding eldercare, a study by the National Alliance for Caregivers estimated that each employee who is involved in hands-on caregiving costs an employer more than $3,000 a year in absences, work interruptions, added supervisory workload, and medical and replacement costs. In the study, researchers used the actual workforce demographics of an unnamed industrial manufacturer with nearly 87,000 employees. Applying a very conservative estimate that only 2 percent of the workforce would be involved in intensive hands-on caregiving, they concluded that such activities would cost the company about $5.5 million a year.

We’ve set up work and family programs, but almost no one seems to use them

Work/family programs cannot be measured by how often employees use them because employees’ needs will ebb and flow. Also, the employer may not be aware of how valuable these services are to employees who do use them.

In fact, these programs may have a hidden benefit to the employer, e.g., employees, even those who haven’t used the benefits yet, decide to stay with the employer because these programs exist. It is also good for the employer’s image in the community to sponsor work/family programs.

If the employer or the union continues to be concerned about low usage rates, be sure that new employees receive information about the programs and periodically remind current employees so that when they do need help, they will know what’s available. Also, conduct ongoing evaluations of the programs to ensure that employee’s needs are still being met. There may be a need to modify or expand the programs.