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IFREI 1.0 Summary

Reconciliation Level


  Africa has a high percentage of conciliation compared to the rest of the continents.
  Europe is similar to South America. Almost half of the companies are qualified as “C” (they have policies but they are not implemented).
 

There are a great number of companies (40%) that completely lack CFR policies. There are significant differences between the continents. The best positioned is Asia with 5%.

Reconciliation Policies





  South America and Africa are the continents that count most with this support.
  Reconciliation policies are more wide spread in Europe, 10% more than in any other region.
  South America and Asia behave the same way, having Africa above and North and Central America below.
 

Impact





Drivers and Breaks



DRIVERS
  • It is encouraged to leave at a concrete hour
  • HR decisions have in consideration familiar/personal situation
  • Managers are comprehensive when employees prioritize their family
70% in Asia and Africa always agree, emphasizing the “familiar conscience”, followed by South America, Europe and finally North and Central America.

BREAKS
  • It is expected for employees to take work home.
  • Rejecting a promotion or transfer for familiar reasons affects the professional career
  • The person who takes a leave or reduces their working hours for family reasons is considered less committed.
HR managers answer:
Never or occasionally.

Reconciliation drivers


Dissemination/ communication of CFR initiatives Budget There is a person in charge of the CFR project
Executives sensitized /with CRF behavior Use of CFR policies/actions  Union support

 

  In Africa, South America and Europe, there is a direct relation between the existence of a person in charge of the CFR Project and the use of policies.
  Half of the executives in Africa are a CFR conduct model, while in Asia, North and Central America they are 40%.
  In all of the regions there is Union support.

Summary

Results according to the different continents:

Africa

They have a very strong organizational culture of family support, but the organizational policies that would allow them to balance their family and work are not developed.

People can’t work from home since they are not properly equipped, plus it would not be the best choice as they have very large families. However, input and output flexibility is applicable since some of the biggest problems in Africa are bad traffic and road conditions.

Another possibility is to provide home assistance to look after the children because they are home alone without any care. This means that employees are concerned for the well-being of their children while at work and family conflicts are created as well.

 

Central and North America

The current model does not reflect reality: the mother is no longer a full time housewife and the father at work.

There is a talent shortage, overtime has increased, and there is a lack of commitment of the employees. Other factors that exist are: stress, high costs of rotation and controls, sick leaves, poor public image, lack of objectives management, mutual distrust, low self-esteem and lack of motivation. Add to that: dissatisfaction due to family and personal conflicts, guilt about not seeing the children or not exercising the corresponding natural role and stagnation in the development of the professional career.

Family is essential to human development, and the government should support it with labor laws. Working happy: turning the employer into a "change agent" and employees into professionals able to build a fulfilling life.

 

South America

The service sector is the best positioned. It is closely followed by banking, insurance, health and then mining, textiles, clothing and leather.

In Argentina, 82% of respondents claim that "the most important" aspect of their lives are their loved ones and ensure that family life directly impacts job performance.

In Colombia, 60% say that the implementation of policies to address these issues is not in their companies’ agenda.

No company in Ecuador presents information stating that CFR policies are applied. There are barriers that need to be overcome before applying policies, such as payment differences by gender, opportunities for women and men and the passive role of man in the home.

 

Asia

The most frequent policies are related to flexibility: flexible schedule, part-time and working from home. The less frequent are professional support and training.

There is nobody assigned to develop reconciliation plans, but there are more companies with an assigned Budget for these projects.

There is a direct connection between companies with more conciliation policies and less temp employees.

Finally, companies with more women in the staff have more formalized policies.

 

Europe

The biggest concern is the lack of talent and how companies must face this issue. The average age of employees will increase and there will be less young professionals to choose from. " To stimulate employee loyalty today is a top priority ".

Spain: long workdays leading to workaholism, and an inflexible labor market. The Netherlands, France, Germany, the Nordic countries, have greater incorporation of women into the labor market, increased fertility rate and improved productivity in relation to the number of hours worked.

Patrons:
  • Iberdrola
  • FABRE Foundation
  • GAES
  • Marie Curie Actions