Interactive Activity 1: What do you know about the Work-Life Balance Directive?

These interactive activities have 2 objectives. The first is to challenge common misconceptions about flexible working and demonstrate how well-designed policies can enhance employee wellbeing, productivity, and inclusion. They aim to provide participants with evidence-based insights and practical approaches to effectively implement work-life balance strategies in their organisations. The second objective is to develop participants’ skills in analysing, measuring, and improving workplace practices, fostering a mindset that translates theoretical knowledge into tangible, impactful actions, as well as providing the tools necessary to create more supportive, productive, and balanced work environments.

Activity 1: Myths & Facts about Flexible Working

Aim of Activity:

The aim of this activity is to challenge common assumptions about remote work and flexible schedules, encouraging participants to distinguish between myths and evidence-based facts. By comparing their perceptions with real data, participants become more aware of how beliefs influence workplace decisions and are motivated to adopt small, practical changes that improve productivity, well-being, and collaboration.

Steps (prompt questions/scenario):

Step 1: The trainer presents three short slides showing that well-structured telework can raise productivity and that a four-day workweek improves well-being without reducing performance. Participants react quickly and share examples from their own experience.

Step 2: Groups receive several cards, each with a statement. They decide if it is a Myth or a Fact and write a short reason for their choice.

Step 3: The trainer gives out the answer cards with the correct Myth/Fact label and a short explanation. Groups compare their answers, see which ones they got right or wrong, and discuss what surprised them.

Step 4: Each group shares one insight from the game. The trainer summarizes the key takeaways and asks everyone to choose one small action to apply in their workplace.

Links / Resources (for trainers and participants)

Myths cards:

Myths	Facts
Caregiving for babies and older adults is mainly a private family duty.	Without public services and workplace support, the caregiving burden—especially on women—grows and often forces them out of the labour market.
Employees who care for older relatives are less affected than parents of young children.	Elder care can generate severe stress and absenteeism. Many workers belong to the “sandwich generation,” providing care to both children and elderly parents simultaneously.
Working from home makes it easy to balance care and work without additional support.	While telework offers flexibility, without adequate childcare or eldercare services it can increase stress, exhaustion, and reduce productivity.
Carer’s leave is too costly for companies.	Providing formal support for carers lowers turnover, presenteeism, and absenteeism, producing long-term financial savings.
Flexible working arrangements only benefit parents with young children.	Flexibility also supports employees caring for elderly relatives, people with disabilities, or those with long commutes.
Telework always reduces productivity because employees split focus between work and family.	OECD and Eurofound research shows that, under clear objectives and outcome-based management, telework maintains or even increases productivity.
Employees will abuse personal leave if too many days are allowed.	Evidence indicates that when policies are clear and trust-based, abuse is minimal, and most employees use leave responsibly (Eurofound, 2020: 25).

*The information (facts) has been extracted from Eurofound (2020, 2021, 2022) and from the World Economic Forum (2023a, 2023b)

Activity 2: Case studies: Good practices or policies used in countries

Aim of Activity:

This activity is designed to transition our analysis from a theoretical framework to a practical application. Through a collaborative debate based on specific questions, each group will critically evaluate some good practices. The main purpose is to move beyond conceptual understanding and articulate the tangible and quantifiable benefits of these models, thereby fostering a shared understanding of their effectiveness and true value. In this way, participants will acquire key skills for measuring the effectiveness of work-life balance policies in real-world settings.

Steps (prompt questions/scenario):

Step 1: Small groups of 3 to 5 participants will be formed. Each group receives a card describing a good practice or work-life balance policy and writes a short essay analysing its objectives, impact, and relevance.

Step 2: Groups discuss the assigned policy and plan their essay, reflecting on how it affects employees and caregivers, its benefits, and how its implementation could be evaluated.

Step 3: Each group writes a structured essay addressing questions such as: What are the benefits for employees and caregivers? How can its impact be measured? Include evidence and examples from at least two countries.

Step 4: Groups present their essays to the others. Peers ask questions, give comments, and discuss insights. The trainer highlights strong points and provides feedback on clarity, evidence, and practical relevance.

Specific policies and good practices chosen for discussion:

• FRANCE: employees who are parents or caregivers have the right to request flexible working arrangements, such as full-time or part-time teleworking. They can also request a modification to their working hours to adapt to their caregiving needs, for example, by starting or finishing earlier or later.

• PORTUGAL: the non-primary informal caregiver has the right to request and benefit from telework for a maximum period of four years, which can be continuous or intermittent, as long as the nature of the professional activity allows it. Additionally, they have the right to request a flexible schedule or a reduction of their working hours to part-time for a specific period.

• BELGIUM: employees are entitled to take up to five days of unpaid leave per year in order to care for a seriously ill family member.

• NETHERLANDS: In addition to paid leave, parents may take up to 26 weeks of additional unpaid leave until the child reaches the age of eight.

• SWEDEN: parents have the right to transfer a portion of their paid parental leave to individuals who are not the child’s legal guardians, such as grandparents, uncles, aunts, or other chosen caregivers. This policy enables a parent couple to transfer up to 45 days of leave, while a single parent may transfer up to 90 days.

• GERMANY: To care for a sick or dependent family member, an employee can request a leave of absence for up to six months, with a guarantee of re-employment to their position.

Links / Resources (for trainers and participants)

Possible Answers for Key Questions (Step 3)

Good practice/Policy	FRANCE: employees who are parents or caregivers have the right to request flexible working arrangements, such as full-time or part-time teleworking. They can also request a modification to their working hours to adapt to their caregiving needs, for example, by starting or finishing earlier or later.
What are the specific benefits of the policy or practice for employees in general and, specifically, for informal caregivers?	For employees in general: This policy promotes a better work-life balance, reducing stress and burnout. Working from home or adjusting schedules reduces commuting time and costs and gives employees greater autonomy over their time. This increases job satisfaction and commitment to the company.   For informal caregivers: This policy is critical for their inclusion and retention in the workforce. It allows them to balance caregiving responsibilities (such as medical appointments or emergencies) without having to leave their jobs or reduce their hours. It also reduces psychological pressure and uncertainty, allowing them to maintain their careers while fulfilling their caregiving roles.
How can you measure its implications?	Request and Approval Rates: Record the number of teleworking or flexible working hours requests and the percentage of those approved. A low approval rate could indicate obstacles to implementation.   Satisfaction Surveys: Conduct anonymous surveys to gather employee feedback on the policy and its impact on their well-being and productivity.   Focus groups: Organise discussions with employees and managers to identify challenges, successes, and areas for improvement in implementation.

Good practice/Policy	PORTUGAL: the non-primary informal caregiver has the right to request and benefit from telework for a maximum period of four years, which can be continuous or intermittent, as long as the nature of the professional activity allows it. Additionally, they have the right to request a flexible schedule or a reduction of their working hours to part-time for a specific period.
What are the specific benefits of the policy or practice for employees in general and, specifically, for informal caregivers?	For employees in general: The policy sets a powerful precedent for a flexible and inclusive work culture. By embedding the right to telework and adaptable hours for a specific group, the company signals its commitment to modern work models, which can eventually benefit all employees.   For informal caregivers: This provides legal certainty and protection. It allows caregivers to sustain their careers by legally securing flexible working conditions for up to four years. This directly addresses the main reason many caregivers leave the workforce: the inability to balance work with their responsibilities. The policy reduces financial hardship and career stagnation, while also significantly lowering the stress and emotional burden.
How can you measure its implications?	Adoption Rate: Track the number of employees who formally request the status of “non-primary informal caregiver” and those who then apply for telework or flexible hours. A high adoption rate suggests the policy is well-known and utilised.   Retention Rate: Measure the retention of employees with this status. A higher retention rate would indicate the policy is a key factor.   Targeted Surveys: Conduct surveys specifically for informal caregivers to gauge their satisfaction with the policy and its impact on their well-being.   Employee Feedback: Gather anecdotal evidence and feedback from both caregivers and their managers to understand the real-world experiences and identify any friction points.

Good practice/Policy	BELGIUM: employees are entitled to take up to five days of unpaid leave per year in order to care for a seriously ill family member.
What are the specific benefits of the policy or practice for employees in general and, specifically, for informal caregivers?	For employees in general: Provides reassurance that urgent family care is a legitimate reason for leave, protects job security during crises, reduces stress, and allows employees to manage emergencies without fear of employment loss.   For informal caregivers: Grants dedicated time to care for seriously ill relatives, including attending appointments or offering emotional support. The policy recognises the social importance of caregiving while safeguarding employment, even though the leave is unpaid.
How can you measure its implications?	Uptake Rates: Track annual usage of the five-day leave and identify patterns by gender, age, or role.   Employee Satisfaction Surveys: Assess whether employees feel supported and less stressed during family emergencies.   HR Data Analysis: Compare absenteeism, turnover, and retention between users and non-users.   Wellbeing Indicators: Monitor stress, burnout, or health outcomes through occupational health reports.   Qualitative Feedback: Gather interviews or written reflections on the quality of care employees can provide.

Good practice/Policy	NETHERLANDS: parents have the right to transfer a portion of their paid parental leave to individuals who are not the child’s legal guardians, such as grandparents, uncles, aunts, or other chosen caregivers. This policy enables a parent couple to transfer up to 45 days of leave, while a single parent may transfer up to 90 days.
What are the specific benefits of the policy or practice for employees in general and, specifically, for informal caregivers?	For employees in general: Provides flexibility in childcare arrangements, reduces stress around balancing work and family duties, and supports a smoother return to work. Clear rules and supportive managers encourage uptake and reduce hesitation. For informal caregivers: Recognises and formalises their role in childcare, offering structured opportunities to support families. Clear coordination with parents ensures manageable schedules and effective caregiving.
How can you measure its implications?	Leave Transfer Rates: Track the number of days transferred, recipient caregivers, and usage trends.   Parent Satisfaction Surveys: Evaluate stress reduction, childcare relief, and smoother work reintegration.   Caregiver Feedback: Gather insights from relatives on benefits and challenges of participation. Childcare Gap Metrics: Assess reduction in reliance on external childcare and improved care continuity.   Qualitative Reflections: Use interviews or written accounts from parents and caregivers to capture family-level impact.

Good practice/Policy	SWEDEN: beyond this, parents may take up to 26 weeks of additional unpaid leave until the child reaches the age of eight.
What are the specific benefits of the policy or practice for employees in general and, specifically, for informal caregivers?	For employees in general:     For informal caregivers: Enables shared childcare arrangements, strengthens family bonds, and formally recognises the role of extended family members in caregiving.
How can you measure its implications?	Leave Uptake Rates: Monitor usage patterns and identify barriers to access.   Parent Satisfaction Surveys: Evaluate impact on stress reduction and work–life balance.   Caregiver Feedback: Collect insights on benefits and challenges for supporting relatives.   Work–Life Balance Indicators: Track wellbeing and burnout reduction.   Qualitative Reflections: Use interviews or testimonials to capture family-level impacts.

Good practice/Policy	GERMANY: to care for a sick or dependent family member, an employee can request a leave of absence for up to six months, with a guarantee of re-employment to their position.
What are the specific benefits of the policy or practice for employees in general and, specifically, for informal caregivers?	For employees in general: This policy acts as a robust social safety net. Knowing that a company-supported, legally protected framework exists for managing a family crisis fosters a sense of security and loyalty among all employees. This, in turn, can contribute to higher morale and engagement across the organisation.   For informal caregivers: The primary benefit is the guarantee of re-employment to their position after the leave. This provides job security, removing the stress and financial risk associated with taking extended time off for caregiving. The policy allows individuals to fully focus on their family’s needs during a period without sacrificing their long-term career.
How can you measure its implications?	Adoption Rate: Number and percentage of employees who use the policy. A high adoption rate suggests the policy is well-known and valued.   Return-to-work Rate: Monitor the number of employees who successfully return to their original position after the leave.   Employee Surveys: Confidential surveys to gauge employee satisfaction with the policy, particularly regarding the perceived support from management and HR.