Why can’t work-life balance fit into a single model?

Ensuring work-life balance has become one of the most important promises employers make in order not only to attract new talent, but also to retain existing employees. However, organizations must also acknowledge that even seemingly exemplary universal solutions may fail to meet people’s real needs – the time has come for individualized solutions.

Clear working hours, the possibility to “switch off” after work, remote work options, workation options, 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 models of work organization continue to expand, it is becoming clear that a single model for all employees simply does not work. What should employers do differently?

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 simpler for organizations to apply the same principles to everyone, in reality people’s needs differ greatly. For some, professional growth and a dynamic work environment are the most important factors; for others, it is a flexible schedule or the possibility to work remotely; while for some employees, the greatest value comes from clear structure, routine and stability. Therefore, employees’ expectations are shaped by their individual life circumstances and priorities,” says M. Grigaravičiūtė.

According to her, employees who are just starting their careers today assess a workplace much more broadly than only through the lens of professional growth: “Although early in one’s 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 speaking increasingly clearly about the need for meaning, flexibility and quality of life.”

Why do employee needs differ so much?

As people’s life situations change, so do their expectations of work. Later in a career, more responsibilities, leadership positions and greater financial commitments often emerge, so the need for flexibility naturally increases – it becomes important for a person to balance work with family or other personal obligations. However, the expert notes that flexibility can also be very important early in a career, for example for employees who are combining work with studies.

This is precisely why employees’ needs should not be assessed solely according to age or position.

“People’s situations vary greatly: some want to devote all their attention to their career, others want to combine work with studies, childcare or caring for elderly parents, while others face health challenges. Therefore, the most important thing is not to assign an employee to a certain category, but to understand their specific situation,” advises M. Grigaravičiūtė.

For this reason, attempts to ensure work-life balance through one-size-fits-all solutions do not always meet the needs of different employees.

“It is often believed that if everyone is given the opportunity to work remotely or offered the same hybrid model, the issue will be solved. But for some people, working from home suits them very well, while for others it is more important to have a clear routine and the opportunity to work in the office. Some value autonomy, while others need more structure and clarity. Although organizations need common working 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 in itself. If there are no clear agreements, boundaries and communication within an organization, a flexible model can even become an additional source of stress.

“Flexibility motivates when it gives more autonomy and trust – when an employee can control their own time and work rhythm, and when they are evaluated based on results rather than on how many hours they have spent at work. However, if an organization lacks clear agreements and boundaries, work and personal life begin to merge, the person constantly checks their email, remains reachable after working hours and the risk of burnout increases,” notes M. Grigaravičiūtė.

Why it is better not to guess employees’ needs

Still, different employee needs often create practical challenges for employers – individual agreements require more communication, more flexible management and greater trust in teams. But this is precisely what is becoming one of the most important characteristics of a good employer today.

According to the specialist, it is no longer enough for organizations to rely on assumptions about what employees “should need”. It is far more important to talk to people continuously and listen to their needs.

“Organizations often assume that if one model works for one team, it will automatically suit everyone. That is why it is very important to continuously collect feedback, speak with employees individually, organize regular team meetings, surveys or annual performance conversations. Only then can an organization truly understand what is relevant to a specific team,” emphasizes M. Grigaravičiūtė.

“However, in practice, employees do not always feel safe speaking openly about 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. More and more responsibility in this area falls on line managers, so organizations must invest in strengthening their competencies – not only managerial competencies, but also emotional intelligence.”

Balance begins with setting clear boundaries

Responsibility for creating balance does not lie solely with the employer, the “Manpower” representative points out. 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, the employee also plays an important role – speaking about workload, expectations and their own needs. Especially at the beginning of a career, it is important to ask for feedback, help in setting priorities or greater clarity in defining one’s role,” advises M. Grigaravičiūtė.

She is convinced that employees should consciously shape their boundaries from the very first days of work. “If a person shows from the beginning that they are always available and constantly work overtime, over time this can become an unwritten norm. Therefore, it is important to discuss expectations, working hours, priorities and what helps the person maintain good well-being in advance,” says the interviewee. “In the long run, this is exactly what creates an environment where employees feel not like part of a system, but like people who are seen as individuals.”