Clear working hours, the ability to “disconnect” after work, remote work opportunities, work vacations, additional days off, or a hybrid work model have long been considered a sufficient formula for balancing work and personal life, the so-called “work-life balance.” However, as employee expectations change, new generations enter the labor market, and different work organization models expand, it becomes clear that a one-size-fits-all model simply does not work for all employees. What should employers do differently?
Read more Businesses open up a 1 million euro opportunity: who will be able to take advantage of it?
Individual balance starts with individual agreements
Milda Grigaravičiūtė, senior recruitment partner at the personnel solutions company “Manpower,” confirms that the concept of work-life balance is becoming increasingly individual – what seems ideal to one employee may be completely unsuitable for another.
“Although it would be easier for organizations to apply uniform principles to everyone, in reality, people’s needs vary greatly. For some, professional growth and a dynamic work environment are most important; for others, a flexible schedule or the ability to work remotely; and for some employees, clear structure, routine, and stability create the greatest value. Therefore, employee expectations are determined by individual life circumstances and priorities,” says M. Grigaravičiūtė.
According to her, even employees starting their careers today value the workplace much more broadly than just through the perspective of professional growth: “Although early in a career there is often more motivation to learn intensively and grow, this does not mean that rest, flexibility, or emotional well-being become less important. In recent years, employees have been increasingly vocal about the need for meaning, flexibility, and quality of life.”
Why do employee needs differ so much?
As life situations change, so do people’s expectations for work. Later in a career, there are often more responsibilities, managerial positions, and greater financial commitments, so the need for flexibility naturally increases – it becomes important for a person to balance work with family or other personal commitments. However, flexibility, the expert notes, can also be very important early in a career, for example, for employees combining work with studies.
That is why employee needs should not be assessed solely by age or position.
“People’s situations are very different: some want to devote all their attention to their career, others combine it with studies, childcare, or caring for elderly parents, and others face health challenges, so the most important thing is not to assign an employee to a category but to understand their specific situation,” advises M. Grigaravičiūtė.
Therefore, trying to ensure work-life balance with universal recipes does not always meet the needs of different employees.
“It is often believed that providing everyone with the opportunity to work remotely or offering the same hybrid model will solve the issue. However, for some, working from home suits very well, while for others, having a clear routine and the ability to work in the office is more important. Some value autonomy, others need more structure and clarity. Although organizations need common work principles, it is important to maintain flexibility where employees truly need it,” reminds the recruitment specialist.
It is also important to understand that flexibility does not necessarily mean better well-being or greater motivation by itself. If there are no clear agreements, boundaries, and communication in the organization, a flexible model can even become a source of additional stress.
Read more The toilet visitor needed both patience and rescuers, and the rescuers only needed a crowbar
“Flexibility motivates when it provides more autonomy and trust – when an employee can control their time, work rhythm, and is evaluated based on results rather than the number of hours spent at work. But if there are no clear agreements and boundaries in the organization, work and personal life start to blur, the person constantly checks email, remains reachable after working hours, and the risk of burnout arises,” notes M. Grigaravičiūtė.
Why it is better not to guess employee needs
Nevertheless, different employee needs often pose practical challenges for employers – individual agreements require more communication, flexible leadership, and greater trust in teams. But this is precisely what is becoming one of the most important traits of a good employer today.
According to the specialist, organizations can no longer rely on assumptions about what employees “should need.” It is much more important to constantly talk with people and hear their needs.
“Organizations often assume that if one model suits one team, it will automatically suit everyone. Therefore, it is very important to continuously collect feedback, talk to employees individually, organize regular team meetings, surveys, or annual reviews. Only then does the organization truly understand what is relevant to a specific group,” emphasizes M. Grigaravičiūtė.
“However, in practice, employees do not always feel safe openly discussing their needs or excessive workload, so dialogue alone is sometimes not enough – organizational culture and managers’ ability to create a psychologically safe environment are also important. Increasingly, direct managers bear responsibility in this area, so organizations must invest in strengthening their competencies – not only managerial skills but also emotional intelligence.”
Balance starts with setting clear boundaries
The responsibility for creating balance lies not only with the employer, notes the “Manpower” representative. Employees themselves must also clearly communicate their needs, talk about workload, and set boundaries.
“Although the organization must create clear work boundaries and a healthy work culture, an important role is also played by the employee – to talk about workload, expectations, and their needs. Especially at the beginning of a career, it is important to ask for feedback, help in setting priorities, or clearer role definition,” advises M. Grigaravičiūtė.
She is convinced that employees should consciously form boundaries from the very first days of work. “If a person shows from the start that they are always available and constantly work overtime, over time this can become an unwritten norm. Therefore, it is important to talk in advance about expectations, working hours, priorities, and what helps a person maintain good well-being,” says the interviewee. “Over time, this is what creates an environment where employees feel not like part of a system but as individually seen people.”
Read more Source: six people killed in Israeli strikes near the Lebanese city of Tyre
