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November 12,
2001 Issue
What are Some Best Practices in the
Area of Sabbatical Leave?
This issue's
article is brought to us by Peter Loomis of Loomis
Associates, Buffalo, NY. Loomis Associates provides a
variety of low cost, high quality human resource consulting
services to organizations throughout upstate New York. To
contact Peter regarding this article, call 716-885-8130 or
e-mail at
pclhr@earthlink.net.
By definition, sabbatical leaves are paid absences usually
provided for express purposes such as study and research,
travel, community service or personal renewal.
Traditionally, sabbaticals have been used by teachers in
post-secondary education or by pastors in many religious
denominations.
Their application in business is a relatively recent, but
inconsistently used, benefit. According to the Conference
Board, interest in this form of paid leave has fluctuated,
depending to a large degree on economic and labor market
trends. Their use as a means of recruiting and retaining
employees in high-stress industries grew for a while during
the 1980s and no doubt had a resurgence for this purpose in
the booming 90s.
It is estimated by the Conference Board that about 10
percent of large companies have formal sabbatical leave
programs. They seem to be most popular among law firms,
high-tech companies, and consulting firms where stress and
burnout are significant problems; in other words, those with
enough resources to offer such relief. Other sectors
(healthcare, government, etc.) experiencing similar or
greater degrees of these problems would have also seen the
value in such leave - if they had the resources. It is not
likely the number of companies offering such programs will
grow in the immediate future, given the current round of
downsizing. For the most part, using sabbaticals as a
voluntary force-reduction option would not seem very
attractive since they are paid absences.
The use of sabbaticals in business typically is for two
stated purposes, each of which in some examples may have its
own eligibility requirements and provisions. The first,
social service or volunteer leave, is usually intended for
absences dedicated to performing volunteer work with a
community agency or for similar purposes. The "Loaned
Executive" program with United Way, for example, could be
seen as a form of sabbatical. Similarly, time off to work on
projects for Habitat for Humanity, church missionary work,
or similar activities would fall under this heading. In some
examples, the intended purpose of the leave and planned
activities of the participant are factors in deciding
whether leave will be granted.
Wells Fargo Bank in San Francisco makes a distinction
between "volunteer leave" and "personal growth leave." They
also distinguish between the two regarding eligibility and
duration of paid leave; the former - three years service,
six months pay; the latter ten years service and three
months pay.
Personal renewal leave is far more open. One company CEO, in
establishing his firm's leave program, stated that its
purpose was simply "to renew the mind and spirit of our
associates." In this sense, its purpose probably most
closely parallels the type of sabbaticals given to ministers
who are encouraged to use their leave time to get away from
the pressures of their pastoral duties and get involved in
activities, physical or mental, that will renew their
energies and passions. Several examples reviewed placed very
few, if any, restrictions or preconditions on how the time
would be spent - as long as it was important to the
employee.
One of the reasons cited by many companies for offering
sabbaticals is to attract and retain talent. Retaining
talent is the more immediate impact since, for the most
part, only employees with a significant amount of company
service are even eligible for the leave. According to some
examples, this can range from a minimum of three to as many
as ten or fifteen years of seniority. The value of such a
deferred benefit in recruiting could only come about when
the leave program is seen as part of the company's overall
working climate and benefits package. Obviously, such a
benefit would score few recruiting points with candidates in
the absence of competitive healthcare, tuition assistance,
and other such "essentials."
While we should all be able to accept on faith that
providing a period of "decompression" for employees facing
ever increasing stress in the workplace has a good deal of
value, quantifying the impact on the bottom line is more
problematic. First of all, what is the measurement to be
used for a return on the company's investment? Can
productivity improvements, if they can be measured at all,
be attributed solely to the leave program? How do these
improvements stack up against the known or perceived costs
of sabbatical leaves - i.e. redistribution of workloads,
increased stress on those covering for leave takers, loss of
productivity and continuity, and of course the pay for
"non-productive" time?
There are no easy answers to these questions. Such paid
leaves seem to be extensions of traditional vacation
programs. In fact, one sabbatical program at Apple Computer
was very similar in construction and intent to an extended
vacation allowance provided for years in the basic steel
contract of the United Steelworkers of America. The more
things change, the more they come back to haunt you.
Sabbatical leaves seem to be sliding back into forms similar
to how we currently use vacations. While at first look,
sabbaticals are different in that they are for extended
periods to allow for "renewal," many existing plans are now
allowing for time off to be taken off in shorter and shorter
increments. We've been doing this with vacation schedules
for years, not only allowing but also encouraging that
eligibilities be eaten up by as little as two-hour
intervals. This runs counter to the whole intent of
vacations, and by extension, sabbatical leaves. What
"renewal" is given by allowing time off for a day to plant
tomatoes or two hours for a doctor's appointment? Before
jumping into sabbatical leaves, review your existing
vacation policy and see if changes in benefit levels and the
manner of administration can't accomplish many of the same
goals. At the very least, it could be a useful testing
ground.
The concept of sabbatical leaves is nevertheless worth
considering as a means of maintaining and enhancing the
quality of our human resources, if done right. For
additional perspective on this issue, consider Time Off
From Work: Using Sabbaticals to Enhance Your Life While
Keeping Your Career on Track, by Lisa Rogak. While the
book is oriented to employees, it can provide useful ideas
and guidance to HR professionals.
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Copyright 2007, Astron Solutions, LLC
ISSN Number 1549-0467
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