Dear Members,
One of my employees has applied for a sabbatical of up to 1 year for their baby's treatment and has shifted to Mumbai. She has been working for the last 3 years in this company. Currently, there are no such options in our HR policy. What points should we really be concerned about?
Are there any legal implications if we do not take her back after one year upon request? Or should we ask her to resign since it is not covered in our HR policies? We can later consider if there are still openings available.
Thank you.
From India, Bangalore
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One of my employees has applied for a sabbatical of up to 1 year for their baby's treatment and has shifted to Mumbai. She has been working for the last 3 years in this company. Currently, there are no such options in our HR policy. What points should we really be concerned about?
Are there any legal implications if we do not take her back after one year upon request? Or should we ask her to resign since it is not covered in our HR policies? We can later consider if there are still openings available.
Thank you.
From India, Bangalore
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If we are supposed to think only in terms of business and of course billability, 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 has her performance been? What has she been working on? 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, it is a low-risk HR process.
Including her after a year might seem a challenge. However, it may not necessarily remain so. If you can allocate her responsibilities internally for a 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 for education and family reasons. That only opens the door for 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 hearing from you.
From India, Mumbai
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1893However, 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 has her performance been? What has she been working on? 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, it is a low-risk HR process.
Including her after a year might seem a challenge. However, it may not necessarily remain so. If you can allocate her responsibilities internally for a 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 for education and family reasons. That only opens the door for 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 hearing from you.
From India, Mumbai
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