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Our Favorite Stats

Our Favorite Stats

Ready to make the business case for workplace flexibility, maternity coaching, and well-being programs? Here’s some key information to get you started.

Engagement & Retention

  • Work-life balance is a key deciding factor when workers are considering a new job, ranking 3rd below compensation and location, but above health care benefits. (Jobvite Job Seeker Nation Study, 2015)
  • Of the top six reasons millennials quit: #3 excessive overtime, #5 boss does not allow flexible working, #6 stigma attached to using flex. (EY Global Generations Study, 2015)
  • Working mothers with flexibility report higher job satisfaction across 7 key indicators, when compared to those without flex. (Moms at Work, Working Mother report, 2015)
  • Working mothers rated a flexible work schedule/culture as the #2 most important factor when choosing a place to work (after job security, but before wages, benefits, and growth opportunities.)  (Moms at Work, Working Mother report, 2015)
  • Starbucks measures the link between employee engagement and customer satisfaction. They say 87% of the company’s brand affinity is driven by the way it treats employees. (2014 customer survey, cited by AMA)
  • At PwC, if Millennials were able to make their job more flexible, 64% would like to occasionally work from home, and 66% would like to shift their work hours. (PwC’s Next Gen, 2013)
  • Flexers are almost 2x as likely to stay in their current jobs (79% to 44%) and they’re 4x as engaged at work. (43% to 11%). (FWI, National Study of the Changing Workforce)
  • Engagement is 55% higher for hourly workers with flexibility than for those without and turnover is half.[6]
  • After salary, the thing that contributes most to employee satisfaction is work life balance. (OfficeTeam survey, 2012)
  • One in three U.S. workers describe their workload as “unmanageable.” (Mercer ‘What’s Working’ Survey, 2012

On the Need for Manager Training

  • Supervisors rate employees who start work later than most colleagues as lower performers, even though flextime policies allow late starts. (Morning employees are perceived as better employees, Journal of Applied Psychology, 2014)
  • 49% of federal agencies cited management resistance as a barrier to the use and expansion of telecommuting practices[5]
  • One-third of managers believe that employees who use flexible work won’t get very in their organizations. (WorldatWork, 2011)
  • 1 in 6 US millennials has suffered a negative consequence as a result of having a flexible work schedule (EY Global Generations Study, 2015)

Maternity Coaching & Parental Leave

  • Roughly 1 out of 5 women who worked during the pregnancy of their first child did not return to work within the year following birth. (Lynda Laughlin, Maternity Leave and Employment Patterns of First-Time Mothers: 1961–2008 U.S. Census Bureau, 2011.)
  • 38% of US millennials would move to another country with better paid parental leave benefits (EY Global Generations Study, 2015)

 Generations at Work

  • The U.S. Census reported that millennials represent more than one quarter of the nation’s population, exceeding the baby boomer generation before them. According to PEW research, this means more than one-in-three American workers today are Millennials. (June 2015, May 2015)
  • 78% of millennials and 73% of Gen X are part of a dual-career couple, compared to 47% of baby boomers. (EY Global Generations Study, 2015)


  • Telecommuters “give back” 60% of the time they spent commuting[3]
  • Telecommuters with flexible schedules work up to 57 hours/wk before reporting work/life stress, compared to 38 hours for office workers with no flexibility.[4]
  • Companies can reduce operating costs by more than $6,500 for every person who telecommutes just once a week. (Telework Research Network)
  • A Stanford University study found that employees who telecommute are 13.5 percent more productive, and quit at half the rate of office-based workers.

Health & Wellness

  • Medical costs are expected to rise 3% to 15% in major markets. Well-being programs reduce those trends by 2% to 5%.  (Mercer Global Medical Trends, 2010)
  • Flexible workers are twice as likely to be in excellent health than workers without flex (35% to 19%). (When Work Works: 2009 Guide to Bold New Ideas)
  • Flexible workers sleep more, report better sleep quality, have more energy, are less stressed, and are less inclined to go into work when sick. (Journal of Health and Social Behavior, Dec. 2011)
  • Nearly 80% of people who get the flu still go into work sick. (Walgreen’s Flu Impact Report, 2011)
  • During the recent outbreak of the H1N1 virus, 7 million people were affected by their coworkers. (Family Values at Work, 2011)


  • Stress is responsible for 19% of absenteeism, 40% of turnover, and 60% of workplace accident costs. (Chrysalis Performance Strategies, cited p13 CVWF)
  • At Bristol-Myers Squibb, employees who use flexible work arrangements scored, on average 30% lower in stress and burnout. (cited p13 CVWF)
  • Flexible workers 3x more likely to stay their stress level is low, when compared to workes with little to no flexibility (26% to 8%). (When Work Works: 2009 Guide to Bold New Ideas)
  • A study by the Corporate Executive Board found that employees who feel they have work-life balance tend to work 21% harder, and are 33% more likely to stay with the organization. (2009)
  • At Cisco, employees give back 60% of the time they spend telecommuting. (Cisco Teleworker Study)
  • Employees with flexible schedules who sometimes telecommute can work up to 57 hours each week before they experience work-life stress. (BYU study of IBM employees)
  • A medical coding department billed $2MM per year faster after implementing telework.  (LMW client data, 2012)
  • A study of managers in 15 Western European countries found that three-quarters (77%) of managers believe that enabling flexible working increases employee productivity by 46%. (Microsoft commissioned study)
  • In an older study, 70% of managers and 87% of employees reported that working a flexible arrangement had a positive or very positive impact on productivity. (Center for Work and Family, 2000)
  • 97% of HR professionals say that productivity is the same (17%) or better (80%) with flexible work.  (SHRM, Workplace Flexibility in the 21st Century study, 2009)
Taking Vacation
  • Researcher Mark Rosekind of Alertness Solutions found that a vacation can increase reaction time by 30% to 40% even after the trip is over. (2006,study commissioned by Air New Zealand)
  • Iowa State professor Wallace Huffman says a holiday can boost productivity by 60% for a month or two following vacation. (cited by CS Monitor)
  • A nine-year study tracked 12,000 middle-aged men and found that taking an annual vacation is associated with reduced risk of death due to heart disease. (Journal Psychosomatic Medicine, 2000, cited by WSJ)
  • Failing to take a break at least once a year increases psychological health issues in women. The risk of depression increases as the frequency of vacations decline. (Wisconsin Medical Journal, 2005, cited by WSJ)
  • Simply leaving the office isn’t good enough…not if you have your BlackBerry in hand.  According to researchers at the Faculty of Management at Tel Aviv University, people who remain connected to the office don’t get the same vacation benefits as those who leave work behind. (Cited by New York Times)

Market Return

  • ‘Great Place to Work’ companies outperform industry benchmarks by 2x the market return, with an average annual return of 14%. (Does the Stock Market Fully Value Intangibles? Employee Satisfaction and Equity Prices. MIT, 2007.)
  • A Watson Wyatt  study attributed a 3.5% increase in shareholder returns to flexible work arrangements, crediting flexible work with increased productivity and improved retention. (Watson Wyatt, 2002)
  • Double-digit growth companies have 39% more highly engaged employees and 45% fewer disengaged employees than single-digit growth companies. (Hewitt Associates, cited p12 CVWF
  • ‘Working Mother Top 100’ companies have customer satisfaction ratings 1-7 points higher than other organizations, translating to a 3-11% increase in market value, or $22,000 per employee. (Daniel H. SimonHappy Employees, Happy Customers…” 2002)



3 2009 Cisco Teleworker Survey
4 Brigham Young study of IBM employees
Booz, Allen, Hamilton On Demand Government:  Deploying Flexibilities to Ensure Service Continuity
Part-Timers Make People Strategy Whole, HR Magazine, August 2010

8 USA Today, 8/11/10
CBS News 8/11/10
10 CBS News 8/11/10


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