The December 2011 issue of HR Magazine, the Society for Human Resource Management (SHRM) trade publication, was filled with trends and studies pointing in one direction – impending trouble for companies. Despite high unemployment rates, employers are having great difficulty finding skilled talent; many skilled workers will retire within the next five to ten years, leaving behind a vacuum of expertise; since the recession, employees have had to take on more responsibility, be more productive and have received little to no pay raises in return; one-third of skilled workers plan to leave their jobs as soon as the opportunity presents itself; and social media is making it easier for head-hunters to recruit away passive job seekers – those who are not actively looking for a job but who will make a move if offered a position. The conclusion? Employers had better focus energy and attention on attracting and retaining key employees.
Also in the magazine was a fascinating article about paid sabbaticals. According to a SHRM Employee Benefits research report, 15% of companies offered unpaid sabbaticals and 5% offered paid sabbaticals in 2011. A typical sabbatical looks something like this:
• After a defined length of employment (typically every 7 years) an employee is given a sabbatical
• The sabbatical must be taken within a year or so of eligibility
• Leave is generally “use it or lose it”
• The sabbatical is usually 4 to 8 weeks long, although longer sabbaticals are possible.
• The employee is free to choose how he or she wants to spend the time
• The employee continues to receive full pay and benefits while on sabbatical
If you’re thinking sabbaticals are just for universities, think again. They are actually a great and affordable benefit that can be used to promote longevity, de-stress your workforce, provide growth opportunities and aide in succession planning.
Sabbaticals are generally cost-neutral. Payroll and benefit costs don’t change when the employee is on sabbatical and the employee’s colleagues pick up the workload. The training done in preparation for the leave provides an excellent opportunity for cross-training and development which aides in succession planning.
And while sabbaticals do put pressure on the remaining workforce, it also gives the supporting team the opportunity to learn new skills and to identify possible career paths. This does not mean that covering the workload is effortless, but studies show that covering employees are willing to help out, particularly recognizing that they too will enjoy time off at some point.
Perhaps the greatest benefit to the organization is the impact that the returning employee has on the workforce. Given the time to fully decompress and pursue a personal interest or goal, the returning employee brings with her a renewed enthusiasm, energy and vigor to the position. She also brings with her a sense of loyalty that is infectious to all around her.
They may not be for everyone, but as companies look for affordable ways to offer valuable benefits, sabbaticals may be just what these times call for.
