Two decades back, when work-life issues came into the limelight, the trigger was a simple intuitive feeling that it was important and right for employers to do, though there was no evidence to support what such programs would lead to eventually. And twenty years down the line, today too, things continue largely unchanged. Most companies adopting work-life initiatives are still guided by a subjective feel- good factor. They are pressurized to substantiate the potential returns on investment, but many just do not how to evaluate the impact of work-life programs on the company’s bottomline. So they take comfort in the knowledge that employees use the programs and are generally pleased with them. But corporates are also painfully acknowledging that subjective perceptions can be extremely weak crutches when it comes to justifying the growing costs of employee work-life programs. Fortunately for them, there is a huge volume of research building up on this subject… and it points out that the return on investment of work- life programs can be significantly positive.
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