images depicting a balance of work and life

UC Davis supports faculty, staff, students, and retirees in their pursuit of a balanced lifestyle. The university offers programs, policies, referrals and education that enable people to be effective, engaged and satisfied at work, school and home.

WorkLife recognizes the necessity of supporting its students and employees by honoring their often-competing commitments to both family and career. 

The WorkLife department at UC Davis provides programs, policies, referrals and education that enable employees and students to be effective at work, school and home. It encompasses dependent care and family services, workplace well-being, financial support, career flexibility and community involvement.

  • The Seven Categories of WorkLife Effectiveness
  • There are seven categories/pillars of worklife effectiveness in the Worklife portfolio as established by World and Work. WorkLife at UC Davis is a member of the World at Work and the College and University Work Family Association (CUWFA) professional organizations. 

    1. Caring for Dependents
    2. Health and Wellness
    3. Workplace Flexibility
    4. Financial Support for Economic Security
    5. Paid and Unpaid Time Off
    6. Community Involvement
    7. Transforming Organizational Culture/Culture Change

What is WorkLife?

The Evolution of WorkLife

The primary catalyst for the worklife movement was the changing demographics of the workforce, mainly female professionals faced with the challenge of succeeding professionally and caring for family. This need sowed the seeds of WorkLife at UC Davis where we retain the responsibility of managing the relationship between the Child Development Centers, Student-Parent Child Care Funding Program, and our nationally recognized Breastfeeding Support Program. Additionally, family issues such as elder care, maternity, and campus-family concerns now applies to both men and women equally in today’s environment.

WorkLife at UC Davis

WorkLife at UC Davis is housed in Human Resources, specifically Talent Management, and focuses on culture change, employee relations, total rewards, diversity and inclusion, and wellbeing. These all support us in making UC Davis an “employer of choice.” Our goal is to help you bring your "best you" to UC Davis.

Culture Change:

The workplace and the workforce are ever-changing and we must create a new supportive culture to seek new ways to get work done.

Employee Relations:

Aims to provide resources designed to maintain and enhance the health and well-being of employees. These include employee communications, counseling and support, policy and guideline interpretation, community involvement, conflict resolution, career counseling, and employee assistance programs.  

Total Rewards:

WorkLife is a major non-monetary component of the total rewards package and a contributing factor in attracting and retaining top-quality talent. We offer flexible work arrangements, breastfeeding support, paid and unpaid time off, counseling, caregiver support services, health and wellness workshops, as well as the implementation of family-friendly policies, programming and events.

Diversity and Inclusion:

Diversity encompasses family type, sexual orientation, gender identification, religion, age, disability, sex, and ethnicity. Inclusion goes beyond the hiring of diverse workforce — it involves a sense of belonging, feeling respected and valued for who you are, and feeling a level of support and commitment from others.


Wellbeing takes a holistic approach by recognizing the integration and intersection of career, social relationships, financial security, physical and psychological health, and community involvement.

The Future of WorkLife

Influencing Organizational Leaders

As Human Resources already has many policies in place for employees, the focus shifts to increasing the efforts of an overall culture change to support employees. Evidence tells us that this support translates to greater employee productivity, satisfaction, engagement and retention. Policies and programs are necessary building blocks, but not sufficient alone. Existing policies and programs need supportive leadership who will explore, model, support, and communicate effective worklife strategies. 

WorkLife aims to educate and influence the university on the benefits of worklife effectiveness programming. In the 2014 Deloitte Millennial Survey, “good work/life balance” is listed as the number one issue of importance in a career, after salary. Shifting our organizational culture involves targeting managers and supervisors as an important link in establishing worklife effectiveness at the everyday employee level.