The concept of work-life balance has become a focal point of heated discussions recently, with controversial debates sparked by comments such as those advocating for a six-day workweek and emphasizing hard work as a virtue. While such views are rooted in personal and generational values, they also expose the larger disconnect between employer expectations and evolving employee needs in the post-pandemic world.
Conversely, some employees have also begun to voice increasingly bold expectations, such as complete autonomy over schedules without accountability for outcomes or advocating for an entirely remote setup even when the role requires close collaboration or physical presence.
These polarizing expectations highlight the complex balancing act between what employees seek and what organizations require to sustain productivity and cohesion. As organizations grapple with economic pressures and employees voice rising concerns over mental health and burnout, the way forward lies not in extremes but in finding a thoughtful, sustainable middle ground.
At Hilti, our approach is centered on a philosophy of Caring and Performance oriented culture. We believe that care and performance are not competing forces but complementary elements that drive individual and organizational success. By fostering a culture where both coexist, we are building a workplace where employees feel valued, supported, and empowered to excel in all areas of life.
Balancing the Four Quadrants of Life
At the heart of Hilti’s vision for work-life balance is the understanding that life is multidimensional. We define balance as achieving harmony across 4 quadrants of your life: time to yourself, time on job, time with family and time to society. These balances between quadrants are not static—they shift and evolve as employees progress through different life stages.
A new hire may prioritize skill-building and career momentum, while a mid-career professional may focus on family and personal well-being. Recognizing these diverse needs, we have created policies and practices that cater to individual priorities, ensuring employees feel supported at every stage of their journey.
Turning Policy into Practice
At Hilti, our commitment to work-life balance goes beyond having policies on paper—it’s about putting those policies into action in meaningful ways. Flexibility remains a cornerstone of our approach. For our dynamic field sales workforce, who spend most of their time on the move, we empower them to structure their schedules in a way that optimizes their time.
This autonomy ensures they can meet work demands without sacrificing personal responsibilities. To support our female field workforce further, we’ve introduced a special “Self-Care Time” initiative, designed to address their unique needs. For our office-based colleagues, we continue to offer hybrid work arrangements, enabling them to achieve a sustainable balance between professional and personal commitments.
Mental health and well-being are also central to our initiatives. With market-leading medical coverage, employees have peace of mind with even their parents included in the base plan. Hilti 360 is our comprehensive employee wellness program aimed at not just about keeping our employees healthy but also fostering a happier workplace and enhancing their overall well-being.
The program caters not just to our team members, but also to their families. An interactive app provides easy access to EAP/Counselling sessions, discounted medicines, diagnostics and gym memberships, along with a wide range of webinars and workshops, self-assessment tests and fitness classes we encourage employees to take ownership of their physical, mental, emotional, and financial wellbeing.
Leaders at Hilti always encourage employees to take time off, where leaders also role model themselves by sharing their vacation plan with team members and encouraging them to also plan time offs for the coming year. The importance of taking time off is reinforced via org-wide communication as well through the year.
This year, we went a step further with the GM writing a personalized message to each employee encouraging them to take time off to recharge and rejuvenate. Moreover, we have crafted targeted interventions to support employees during critical life transitions, such as a market leading 9 month maternity and generous paternity leave policies.
Team-level engagement is another critical lever. Managers are empowered to collaborate with their teams to co-create solutions that reflect collective needs. Whether it’s redistributing workloads during crunch periods or organizing team-building activities, this bottom-up approach fosters both collaboration and balance. Furthermore, celebrating achievements—big or small—remains a cornerstone of our culture, reinforcing a sense of belonging and shared purpose.
Building a Thriving Future Together
The post-pandemic workforce is clear in its expectations: meaningful work, respect for personal boundaries, and acknowledgment of their holistic well-being. At the same time, businesses face immense pressure to perform in competitive markets. Hilti reconciles these perspectives by fostering a culture of mutual accountability. Employees are encouraged to take ownership of their responsibilities, while the organization ensures unwavering support through resources, flexibility, and empathetic leadership.
The dialogue around work-life balance will undoubtedly continue to evolve, shaped by societal shifts and individual experiences. At Hilti, we are redefining what balance looks like, ensuring that it reflects not just the demands of the workplace but also the aspirations of our people. By continually listening to our employees, investing in their development, and fostering a culture of care and performance, we aim to be a “Great Employer for Everyone, Everywhere”.
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