"A person's passion for using their talents is the power source that drives an organisation" (Dr Carlos A. Raimundo).

A recent Gallup study suggested that approximately 74% of all employees are either "unengaged or actively disengaged."

Assuming the statistics are correct, that means the average business organisation is operating with a loss of about one third of its potential effectiveness.

That's not taking into account the cost of missed business opportunities or lost customers, and certainly doesn't include the cost of sabotage and other acts of revenge disengaged employees might undertake to "get even" with an organization.

According to Dr Carlos A. Raimundo, psychiatrist, MBA and researcher in behavioural modification and neurophysiology, even the most reliable employees, if not truly engaged, can become robots.

"A robot is someone who maintains the cultural standard without adding ‘new life'," he said at a recent Ten Minutes to Clarity workshop. "Every human needs to know he or she is making a difference; contributing something unique which ultimately inspires new style and growth."

Work place flexibility is about looking for different models of success, rather than creating roles only for individuals, apparently with no extraneous caring responsibilities, who can provide a 24/7 commitment to their paid work.

The first challenge we need to tackle in order to create more flexible work practices in Australia is a couple of cliché's which are holding us back.

I realised early on, that if I was to be effective in this role I would need to tackle these clichés, and work proactively to place gender equality firmly back on the national agenda.

The first attitude we need to tackle is the notion that gender equality is somehow a battle of the sexes, an eternal tussel for supremacy rather than an attempt to create a more workable, more productive society for everyone.

The second attitude against which we need to struggle is the notion that flexible work practices are somehow a women's issue, and limit our discussions to maternity leave and looking after small children.

With a skills shortage looming in some areas, and clear and present in others, there's only really one way out - change work practices, or lose business, says Penny Holt.

When it comes to flexible working conditions we're in a bit of a stalemate.  There are companies which need staff, but can't get them because they won't rethink the way they operate. On the other side we have highly qualified, highly skilled staff who can pick and choose who they work for, and who are opting for the roles that let them maintain their work life balance.

A lot has been said about the benefits of flexible work practices, in terms of productivity, staff morale, retention rates and growth. But the message simply isn't getting through.

The companies that are doing it, are doing extremely well and will continue to do well as the skills shortage worsens.

But most companies are simply not getting the message, and wondering why they can't recruit the skilled staff they need in a rapidly expanding economy.

By Kerry Fallon Horgan

Better work/life balance needs to start at the top.

When I asked John McFarlane, then CEO of ANZ Bank, whether to create an enabling environment that supports work/life balance it is necessary for an organisational leader to model this balance, his response was illuminating.

"Get a full life and then have success at work!"

One of his key strategies being to follow a personal mission statement. This statement sets out the roles and pursuits on which he focuses all of his attention, avoiding "with good grace activities that are inconsistent, however appealing". He also takes very practical steps to ensure his time is managed well such as only having meetings in the mornings and if people are "high maintenance" he sends them away.

To create sustainable flexible workplaces managers must lead by example. Unfortunately all too often what we find in our organisations are "mega-managers". They are the people, who because of the long hours spent at work, have highly developed roles as managers at the expense of other life roles. When these "mega-managers" return home late at night, usually tired and stressed, the only role accessible to them is that of manager. And no partner, child or friend wants to be managed!