Time out
Many companies are exploring an increasingly attractive benefit for employees: paid and unpaid sabbaticals
Filling the absent employee's shoes and managers who stress cross-training and teamwork for other employees can help offset negative reactions. So can clear sabbatical policies spelling out the maximum sabbatical period, exactly who's eligible, and whether leaves are paid or unpaid. "Human resources has to set up a policy where eligibility requirements are fair and understandable to the entire workforce," says Pete Fornal, president of Human Resource Consultants in East Greenwich, R.I. "It can't seem discriminatory in any way to any particular group."
When companies don't have a formal leave policy, it's up to the employee to make a persuasive business case for time off. "I presented mine in the context of future planning and benefits for the company," says author Quinlan. Her advice to employees: Become star performers so the firm has a real stake in keeping you. Then, describe how your renewed energy and motivation will help the firm, explain what you're willing to give up (like pay, benefits, or other cost items), and present a comprehensive work coverage plan.
If employees and employers work together to avoid the pitfalls, sabbaticals often prove well worth the sacrifice to employers. "It's what's kept me here," says Intel's Corpus. "I'm hoping to be here for two more sabbaticals." A little time off, it seems, may be the best way to keep people on the job.
advertisement
