Dear Members,
One of my employee have applied for a sabbatical upto 1 year, for baby's treatment and shifted to Mumbai . She have been working for last the 3 years in this company. Currently there are no such option in our HR policy. So what are the points we should really bother about ?
Are there any legal implications if after one year we don't take her back, up on request? Or we should ask her to resign, since its not there in HR policies. We can later consider if the openings are still available?
From India, Bangalore
One of my employee have applied for a sabbatical upto 1 year, for baby's treatment and shifted to Mumbai . She have been working for last the 3 years in this company. Currently there are no such option in our HR policy. So what are the points we should really bother about ?
Are there any legal implications if after one year we don't take her back, up on request? Or we should ask her to resign, since its not there in HR policies. We can later consider if the openings are still available?
From India, Bangalore
If we are supposed to think only in terms of business and of course billablity, then even we would ask her to resign .
However, if we think in terms of human capital and the investment that goes to make a talent billable, we would look for a different approach to this situation.
This employee was hired three years back. How have her performance been ? What have she been working upon ? What are her reporting manager's feedback ?
She needs a sabbatical for a genuine reason . A sabbatical doesn't require you to pay the employee. Hence is a low-risk HR process.
Including her after an year , might seem a challenge. However, it may not necessarily remain so. If you can allocate her responsibilities internally for an year and take her back into the team at the end of the tenure, you will build employee loyalty at no cost, but some work arrangements.
What would be the implications of this on other employees? Yes, there are chances others might apply in for education and family reasons. That only opens door for the internal job-rotation and cross-training.
Imagine a situation where the employees are pigeon-holed into their roles, offering no option to shuffle. Hence, they are hit by the plateau stage. You might then need to bring in a training consultant and motivate them.
Here , you have a situation that requires no such costs but benefits , if your leadership team is ready to foot in .
Please consider discussing the cost-impact and the disciplinary challenges that you may find . Looking forward to hear from you
From India, Mumbai
1859However, if we think in terms of human capital and the investment that goes to make a talent billable, we would look for a different approach to this situation.
This employee was hired three years back. How have her performance been ? What have she been working upon ? What are her reporting manager's feedback ?
She needs a sabbatical for a genuine reason . A sabbatical doesn't require you to pay the employee. Hence is a low-risk HR process.
Including her after an year , might seem a challenge. However, it may not necessarily remain so. If you can allocate her responsibilities internally for an year and take her back into the team at the end of the tenure, you will build employee loyalty at no cost, but some work arrangements.
What would be the implications of this on other employees? Yes, there are chances others might apply in for education and family reasons. That only opens door for the internal job-rotation and cross-training.
Imagine a situation where the employees are pigeon-holed into their roles, offering no option to shuffle. Hence, they are hit by the plateau stage. You might then need to bring in a training consultant and motivate them.
Here , you have a situation that requires no such costs but benefits , if your leadership team is ready to foot in .
Please consider discussing the cost-impact and the disciplinary challenges that you may find . Looking forward to hear from you
From India, Mumbai
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