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| Vol. 22, No. 2 |
| February 1, 2000 |
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Title by NORA K. SHIRE The University of Texas-Houston Medical School
The University of Texas-Houston Health Science Center Work/Life Program, designed to help employees balance work and home as well as offer support in a time of crisis, is not only good business and a necessity but a growing bottom-line strategy. "New employees coming into the marketplace are analyzing jobs differently than their parents. The new employee wants to know what the organization can do to help balance their life," says Sherry Wilson, director of the UT-Houston Employee Assistance Programs, which incorporates the Work/Life Program. Reports reveal that for every dollar a business spends providing balance in employees' lives - childcare, flex time, telecommuting, elder care - there is a $2-3 return on that investment. A return on the investment of workplace effectiveness programs comes back to the company in many ways: maintaining and improving productivity levels; health care cost containment through timely case management; employee retention; reduced absenteeism; reduced turnover rates and retraining; and increased morale. A model for this program's philosophy and how it can benefit a department and an employee in crisis is in the department of biochemistry and molecular biology at the medical school. In 1994, Sheryl Hefner, who is responsible for the department's day-to-day activities and its chief business officer, was diagnosed with a form of Hodgkin's disease (a malignant disorder in which there is painless but progressive enlargement of the lymph tissue). After an ultrasound found the disease, Hefner spent one month in the hospital and six months in chemotherapy. During her 12 years in biochemistry, Hefner had worked with department employees re- arranging schedules because of an unexpected personal crisis. "If children were sick and the parent needed to be home, we set them up with a computer and modem," she explains. Now it was her turn, and she believes that without the department support, her recovery would not have gone as well as it did. "It was so important to feel needed. Having to get up every morning to do certain things for the office was good, and I never allowed myself self-pity." The department computer support specialist came to Hefner's house and installed everything she needed. She communicated by computer and telephone. The staff knew she would not be available the weeks she had the chemo treatments although she managed to work a few hours in her home office during those weeks. "We still conducted business as usual," she comments. When her chemo treatments ended, she returned full time. Then about two years ago she had a recurrence, and the support plan was back in action. During the first bout Dr. William Dowhan was the department's term chair. "Because supporting employees in crisis had always been the norm in this department, Bill and I didn't even have to discuss a plan," reflects Ms. Hefner. By the time the second bout occurred, there was a new chairman, Dr. Rodney Kellems, who arrived sharing the same employee support-system philosophy. For Dr. Kellems it all begins with trust and everyone working hard for the common goals. "In a successful relationship there must be mutual trust and benefit. Because of Sheryl's experience, talent and interpersonal skills, the department needed her to continue doing her job, and she needed our support. She did not have to be on-site to exercise her good judgment and make the necessary business decisions," he says. "The key issue is that those in charge should treat others the way they wish others to treat them." During her illness, Hefner received emotional support from her co-workers as well as her chairman. Halfway through her chemo treatment when she was coming into the office part-time, Dr. Kellems bought a big cake and had a department gathering to give her encouragement. That message of "keep on keeping on" was just what she needed at that point. "Any respected employee who contributes to the school's mission and goals should expect flexibility and help from their department in a time of crisis," believes Dr. Kellems. The UT-Houston Work/Life (W/L) Program is the result of planning that began in 1995 when the Committee on the Status of Women went to Dr. M. David Low, UT-Houston president, asking for childcare help for employees. He commissioned two studies to review childcare and elder care, and the result was the UT-Houston Work/Life Council. The W/L Program began January 1, 1997. "A few brave companies, like Hewlett Packard and Johnson and Johnson, began W/L programs in the1970s. Now those companies and others are coming out with reports on how this business strategy enhances the bottom line," explains Ms. Wilson. "Corporate America and academia are spending money on work/life programs because they know that if they want to get and keep the best people, they have to provide these programs that help balance the employees' lives."
©2006 Texas Medical Center E-Mail: tmc-info@tmc.edu URL: http://www.tmc.edu/tmcnews/02_01_00/page_12.html |
