A recent survey has shown that managers are aware of the advantages of break time, for workers as well as for the company. Many of them encourage staff to make good use of break time, while underestimating the importance of leading by example.
Times are hard, workers are worried about their jobs, and managers are anxious to reduce costs and develop strategies to battle the economic crisis.
However, a survey of 500 managers in Germany carried out on behalf of Mars Drinks by IWD Marktforschungsinstitut shows that companies are now conscious about break time. 70% of managers surveyed are convinced that the current availability of break time and break facilities has a positive effect on employees. 72% think that they increase the bonds between departments, 77% believe that break time increases satisfaction, and 60% go so far as to say that it serves as a tool to motivate employees to do their work faster and that it improves problem solving abilities.
However, managers themselves are only taking 15 minutes of additional break time daily, which stands in contrast to the 40 minutes of additional break time being enjoyed by their staff. The reason given by 60% of the respondents was that they have no time.
Additionally, most managers (92%) have a responsibility to constantly be available for their employees. 60% accept this stress and use every available minute to handle their heavy workload, even when in transit or at home. For them, recuperation comes, if at all, during leisure time, such as sports activities (80%), reading (22%), or spending time with family and friends (14%).
And therein lies the problem. The self-image that managers have continues to be defined by the obligation to be available day and night, always ready to work under pressure and always busy. It’s that attitude, however, that stops them from doing what they consider to be sensible for their employees. Namely, using one’s own resources in a sensible manner. It has been shown time and again that the actual conduct of superiors has much more influence on employee conduct than verbal statements or company guidelines. This was confirmed by a survey carried out on behalf of Mars Drinks (also by IWD) in 2006, in which 18% of respondents stated that they don’t take additional breaks because their superiors frown upon it.
“If managers expect their employees to live a rational break culture, then they have to set the example” says Friedrich-Georg Lischke, General Manager of Mars Drinks Continental, “for in doing so, they are not only doing something good for themselves, but also for their employees, and therefore for the company, as well.”
True to this insight, he himself no longer has a guilty conscience when, between his numerous trips, he uses his stopovers at the Verdener business center to spend some easy time with employees – over a coffee or a snack in the self-designed communication zone, next to the fireplace, or even over a game of foosball.
Mars Drinks has committed itself to exploring the subject of “Break Culture and Value Creation.” In addition to implementation at its own company and consulting projects with customers, Mars Drinks carries out studies, organizes the exchange of experience between companies and research at conferences, and maintains vivid dialog with personnel managers, work councils, facility managers, interior designers, and research institutions.
You’ll find more information on this subject and Mars Drinks’ commitment at
www.pausenkultur.com
For further information (informational materials, interview requests, etc.), we are, of course, happy to be of service over the telephone as well.
For more information
Topcom Communication
Stephan M. Cremer
Hamburger Allee 45
60486 Frankfurt
Tel.: +49 69-330089-33
E-Mail: s.cremer@public.de
