This paper provides examples and considerations in implementing work–life interventions. I first define work–life interventions and draw on concepts from the work I co-authored Suzan Lewis and Leslie Hammer: Moving Work-life Initiatives from the Margins to the Mainstream’. I elaborate on this essay to discuss how work–life interventions impact on organizational change which can be understood from five design and evaluation characteristics that can vary on a continuum: (1) cultural and structural systems integration; (2) prevention and inclusion; (3) organizational social support versus individual control focus; (4) multi-level comprehensiveness; and (5) unintended consequences. To illustrate some of these issues, I describe issues in developing and implementing two work–life interventions. The first intervention examined is a work–life assessment (flexstyles) which is designed to help individuals assess their boundary management styles. The second intervention is the Family Supportive Supervisory Behavior (FSSB) training intervention for leaders. I conclude with key lessons regarding work–life interventions, one of which is that interventions can (and should) be evaluated for impacts on a triple bottom line (outcomes for employees, employers and society), a concept that builds on Suzan’s argument that work–life interventions can have broad societal impacts.
