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Rachel Watson and I are performance development managers at the Barclays UK Banking Contact Centre at Gadbrook Park in Northwich, Cheshire. We both work part time, three days a week, and together we are responsible for improving the working environment for the 450 staff employed at the contact centre.

Balancing the demands of a successful career; raising children; looking after sick relatives; and having some space for friends, family, and out-of-work interests is a very real and increasing challenge. The business impact of not achieving a good work-life balance is very real - people who are under an immense burden simply don't perform to their best.

We have actively promoted and encouraged staff to take advantage of the flexible working options available, and we've done this for two reasons. First, the management team believes it's the right thing to do to keep staff motivated and fulfilled, allowing them to choose a working pattern that suits them, their families, and their lifestyles. Second, the contact centre has undergone a period of growth and expansion during the last 12 months. In Cheshire, we're based in an area of low unemployment. As such, there are a lot of companies competing in the employee market. It's the range of flexible working policies that Barclays offers that sets us apart from so much of the competition and attracts staff to work for Barclays. Take up has been really positive. We have staff working part time, job share, term time, compressed week, etc.

It's not just working mums who have taken advantage of the flexible working patterns for childcare purposes. Here are just a few of the ways our staff takes advantage of our flexible work options:

* We have staff who are working part time, using their days off to work toward a qualification or to pursue a hobby.

* We have staff using their free time to care for elderly or sick relatives.

* We've recruited several retired members of Barclays staff who work part time. This provides them with the ideal balance of enjoying retirement, while also utilising their years of banking experience to the benefit of less experienced staff and providing significant benefits to the business.

In promoting our flexible working agenda, we have encouraged team leaders and managers to adopt a "can do" attitude. It's fair to say that managers often see all the reasons that flexible options can't work, rather than looking at all the benefits and reasons to make it work. For instance, they see job sharing as two people to manage and two performance reviews to complete, rather than getting a mix of skills and experience in two job-share partners, which maximises the effectiveness of a role.

Our performance development team acts as a role model for the rest of the contact centre; 100% of the team are on flexible working contracts - proof that flexible working really can and does work.

We've implemented a well-being programme, which has several components. The two elements with the greatest impact on work-life balance and staff well-being are as follows:

* Holistic Therapies: We've introduced holistic therapies for staff during the working day. Response has been overwhelming, and we now have consultants who come in three days per week, offering reflexology, Reiki, back massage, Indian head massage, and sports massages. The cost of the treatments is subsidised for staff. Due to popular demand, we also introduced a beautician who is on site one day a week, offering facials, manicures, and pedicures.

* Concierge Role: We are currently piloting a concierge role. Basically, the concierge is there to take the everyday hassles out of peoples' lives. Because Gadbrook Park is based outside the town centre, we have staff dashing into town during their lunch hour to run various errands. The concierge makes a daily trip into Northwich to run those errands for staff. Whether it's for dry cleaning, post office, cheques to be paid in, or shoes to be mended, the concierge can do those errands for staff. This role enables staff to take a quality lunch break instead of dashing into town whilst constantly clockwatching. Take up has been tremendous and feedback excellent.

There's a great deal more going on in addition to these initiatives, as described below:

* We arrange for financial advisors to visit the contact centre to speak to staff, once again saving time that staff members would otherwise have had to fit into their lunch hours.

* Many community and charitable initiatives take place.

* We introduced an innovative approach toward environmental initiatives.

* We're running a wide variety of workshops for staff on topics including performance development, recruitment and assessment, coaching skills, writing, and assertiveness.

* We're actively promoting and encouraging use of the Barclays University library and the training hub on site.

* We've set up a staff council, which acts as a forum for staff issues and suggestions.

* For the first time we held a big awards ceremony for 250 staff which recognised and rewarded significant achievements across the business.

How have these initiatives added value to the business?

* We've seen a marked improvement in our sickness and attrition.

* Feedback from staff taking advantage of the holistic treatments shows that employees feel energized, relaxed, de-stressed, etc.

* Feedback from the introduction of concierge services is so encouraging that we are now looking to make the role a permanent position.

* We were short-listed for the Age Positive Awards 2004.

* We recently learned that we made the short list for the European Call Centre Awards 2004.

* Staff satisfaction survey scores are at a record high.

Work-life balance is a deeply personal issue; there is no right answer, only the right answer for each individual. It is not Barclays responsibility to take the many pressures of balancing home and work away from individuals; however, it is our role to support people with flexible policies that allow them to take career breaks, career leave, emergency leave, etc., at the time when it is needed.

Sarah Jones is Performance Development Manager at Barclays UK Banking Contact Centre. She can be reached at sarah.jones2@barclays.co.uk .