This retrospective analysis of the development of work‐family‐life and flexibility initiatives at Royal Bank Financial Group (RBFG) examines the factors that lead to success. Using internal and external research, quantitative and qualitative measures and benchmarking, RBFG has continued to build upon its original business case, dispelled myths and obtained buy‐in from stakeholders. Employees and managers have consistently reported positive results from work‐family‐life initiatives such as dependent care programs, flexible work arrangements and manager tools, training and supports. A chronological profile of the initiatives and highlights from several studies, including RBFG’s two Impact Assessments on Flexible Work Arrangements, are presented within a historical context.
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Tombari et al. (1999) studied this question.