Work-Life Balance and Health: HR policy which takes account of care obligations
- Name of the companyNÜRNBERGER VersicherungsgruppeCorporate headquartersGermanySize and sectorTotal number of employees: 3,757 (2,697 office-based staff, 979 sales force and 81 trainees)Website
Background to introducing the measure
Against the background of demographic change, the increase in the pension age and the fact that people are living for longer, caring for older family members is increasingly becoming an issue for employees. This double load, which often arises very suddenly and sometimes lasts for many years, can no longer be disregarded by companies. In 2014, NÜRNBERGER therefore developed an action plan to address care responsibilities amongst its employees: The HR policy's 4 pillars related to care responsibilities. The measures are aimed at supporting employees in being able to combine caring and work and above all at maintaining their productivity. For that reason, it was very important to link these measures to occupational health provision.
The 4 pillars related to care responsibilities were developed in 2014 and have been valid since then. They are also regularly checked to ensure they are up-to-date and adapted and supplemented if necessary.
We are pleased to accept suggestions on the topics of balancing work and family life and other social benefits from the Works Council and from the trade union at any time. In addition, in many cases we also use participation by our staff via workshops for devising new measures or updating existing ones. Many measures also do not need to be written into company agreements due to the fact that we are in constant dialogue with the committees and maintain a partnership-based dialogue. Instead we use this flexibility to adapt measures in accordance with the target groups. These measures may come from the employer or from the trade union, Works Council or employee side.
Object of the measure
The HR policy measures related to care responsibilities at NÜRNBERGER are based on 4 pillars:
Information, communication and advice
- Intranet presence on work and caring, with plenty of helpful information, points of contact and details of advisory services, etc.
- Information events on caring, health days on „Caring for family members and handling stressful situations“
- Cooperation with advisory services (Pflegestützpunkt, Angehörigenberatung e. V.)
More flexible working time and workplace
- Implementing care and family care time
- Flexible working time
- Flexible arrangement of breaks
- Annual working time with use of flexi-days
- Lifetime working time account
- 3 days of special leave for acute illness in the family
- 3 days of paid leave for acute care needs in the family
- Option of part-time working
- Holiday brought forward
Management and staff development that takes account of care responsibilities
- Awareness-raising amongst managers and case-specific advice from HR
- Seminars on promoting social competence
- Information on statutory and corporate options for care in the „Guidelines for managers“
- NÜRNBERGER re-entry programme following a care period
NÜRNBERGER occupational health provision
- Health promotion measures for preventive and compensatory actions
- Seminar on „Maintaining health and performance“
- Information offers on the theme of health via the intranet
- Support from the company doctor
- Corporate reintegration management
Effects and benefits realised
It is not possible to give a quantitative assessment of the benefits realised.
Key success factors/obstacles
The topic is more widely disseminated in-house and employees are no longer afraid of discussing the double load caused by a domestic care situation with their manager or with HR. The offers are increasingly being taken up. This definitely supports the motivation of the employees in question, and contributes to relieving the burden on them and thus to maintaining work performance.