Corporate Childcare

Benefits of Corporate Employer-Sponsored Care

  • Organizations are saving millions of dollars sponsoring childcare centers. One of the main findings of the study was that voluntary turnover of center users was nearly one-half that of the voluntary turnover among the total workforces of participating organizations.
  • Employer-sponsored child care programs generate a powerful return on investment. By driving down turnover, reducing absenteeism, and increasing productivity on the job, child care and work/life programs are not only an investment in employees, but an investment in the success of your company. In fact, after the first year of employment, most employee turnover occurs among the parents of young children. By providing programs that allow those parents to work - and perform to their full capacity - leading employers reduce the recurring costs of recruiting and retaining skilled employees.
  • The numbers speak for themselves: Unscheduled absences, for example, cost employers between $650 and $1,000 per employee per year (National Institute of Business Management, 1999). A four-year review of JPMorgan chase's back-up care program showed that 98% of parents who use the program would have taken unscheduled time off from work to care for their children had the back-up program not been available. In just one year, the back-up program generated more than a 100% return on investment.
  • Nanny Poppinz currently provides Nanny stadium child care for the Washington Nationals, Florida Marlins and the Florida Panthers as well as emergency child care for a number of South Florida companies during hurricane season.

Recruitment and Retention

  • In a study of employees with children in employer-sponsored child care programs, 93% of respondents said that work-site child care was an important factor in considering a job change. 19% had actually turned down another job, rather than lose their work-site child care, and 26% of those who turned down other job opportunities were managers. (Benefits of Work-Site child Care, simmons College, 1997)
  • 42% of parents report that child care was an important factor in their decision to join the organization for which they work. (Benefits of Work-Site Child Care, Simmons College, 1997)
  • A high percentage of employees expecting a child plan to return to work following the child's arrival (83%). However, 86% of employees who do not plan to return to work after the birth or adoption of a child would return if work-site child care were available. (Child Care Trends, 2002)

Turnover

  • Among parent employees, 31% report they have considered leaving their employers due to child care issues. 85% percent of these employees report that a work-site center would affect their decision to stay, with more than 50% reporting it would have a significant impact. (Child Care Trends, 2002)
  • The full cost of turnover is 1.5 times the annual salary of a salaried/exempt employee who leaves, and .75 times the annual salary of an hourly/non-exempt employee who leaves. (Personnel Journal, December 1990) Reducing turnover has a direct impact on an organization's bottom line.

Absenteeism/Employee Productivity

  • Among parents, 45% miss at least one day of work every six months due to a child care breakdown. These parents average 4.3 days missed in a six-month timeframe. (Child Care Trends, 2002)
  • Among parents, 65% are late to work or leaving work early due to child care issues. This occurs an average of 7.5 times in a six-month timeframe. (Child Care Trends, 2002)

Employee Job Satisfaction and Performance

  • 91% of all respondents, including employees without children, feel work-site child care will have a positive impact on the organization for which they work. (Child Care Trends, 2002)
  • Employees who use, or are aware of, work/life programs are the most committed employees in the company and are the least likely to feel overwhelmed or burnt out. At one company, these employees were 45% more likely to strongly agree that they would "go the extra mile" to help their company succeed. This directly contradicts the traditional assumption that employees with family responsibilities are unwilling or unable to extend themselves for their employers. (DuPont Work/Life Study, 1995)