Improving the balance between the working part of the day and the rest of it

Improving the balance between the working part of the day and the rest of it is a goal of a growing number of workers in rich Western countries. Some are turning away from the ideals of their parents, for whom work always comes first; others with scarce skills are demanding more because they know they can get it. Employers, caught between a falling population of workers and tight controls on immigration, are eager to identify extra payment that will lure more "talent" their way. Just now they are focusing on benefits that offer employees more than just pay. Some companies saw the change of mood some time ago. IBM has more than 50 different programs promoting work-fife balance and Bank of America over 30．But plenty of other firms remain unconvinced and many lack the capacity to cater to such ideas even if they wanted to. Helen Murlis, with Hay Group, a human-resources consultancy, sees a widening gap between firms "at the creative end of employment" and those that are not. The chief component of almost all schemes to promote work-life balance is flexible working. This allows people to escape rigid nine-to-five schedules and work away from a formal office. The spread of flexible working has come about at least partly as a result of initiatives to keep women workers. Companies  have  had to offer extended periods of leave for them to look after dependants (young and old), and flexible working in between. Ernst & Young, keen to show that part-time workers can also become partners, recently made the first such appointment in Houston, Texas.