Andrea G. knows firsthand about the ups and downs of maternity leave. As a trader for a mostly male brokerage firm in Toronto, Andrea’s employer—while not unsupportive— didn’t exactly go out of its way to help her through the process. “I got the feeling that they were really flying by the seat of their pants,” says Andrea, who elected to use her first name only. Though her benefits package was generous— offering three months of fully paid leave before her Human Resources and Skills Development Canada (HRSDC)government maternity leave benefits kicked in—she felt the company could have done a better job supporting her.

While enhanced maternity and parental company benefits are being used by many organizations to boost their status as an employer of choice and attract top candidates, many still struggle with translating policies on paper into action. As in Andrea’s case, it’s often left to the individual to navigate company policies at a time when they are facing the stress of a massive life change.

What role should the employer play in the familial leave process? And how can managers make the route smoother for everyone involved? There are several key steps that can create a fruitful approach to parental leaves.

PRE-NATAL PREPARATIONS
Your employee arranges a private meeting and breaks the news: a baby is on the horizon. Your brain instantly starts processing the logistics. How long a leave? When will it start? Who will cover the work?

Take the first few moments to focus on the employee’s feelings and to establish a positive line of communication. Offer information on the organization’s maternity or parental leave benefits. Exchange ideas and ask questions that work towards developing a practical strategy for pre-, mid- and post-leave. Are there regular duties that the employee may not be able to perform during the pregnancy? Tasks involving long periods of standing, heavy lifting, repetitive movement or potential hazards should be noted and adjustments agreed upon.

For Jennifer Mittelman, formerly a social worker for a government-funded agency, this meant moving away from the risks of work on the front lines to a safer desk job. “You’re confronted with all kinds of potential dangers on a daily basis and I just didn’t feel comfortable doing it while I was pregnant,” says Mittelman.

MANAGE EXPECTATIONS
Though they’re hard to predict, get a clear sense of the timelines around the pregnancy and leave: when the employee will begin leave, the length of time away, in what capacity the employee will initially return(full or part time). This will help you better manage some of the logistics in terms of finding a temporary replacement, divvying up the work amongst colleagues or cross-training other employees.

This is also the time to establish communication boundaries and adjust accordingly if they change. Your employee might, for example, want to remain actively involved in work from afar. But several two o’clock baby feedings later, that viewpoint might drastically alter.

While this sounds like a weighty goal requiring a lot of effort and money, building effective support systems for employees is more about thinking outside of the box than breaking the bank. From spearheading a new parent network to creating a library of resources for expectant parents, there are several effective ways to foster a culture of support.

Point out your organization’s stress-reducing benefits, which may include massage therapy, chiropractic sessions and soothing fitness options such as yoga and tai chi that can help alleviate the physical and emotional stress of soonto- be or new moms and dads. Notify expectant or new parents about free workshops in the area or look into hosting a workshop on site if it’s within your means. Discuss any post-natal benefits that your organization offers, from family days when children are sick to daycare subsidies.

The smallest gestures, whether forwarding an article on pregnancy, or announcing the birth in the staff newsletter, go a long way in helping employees feel supported. In return, you’ll reap the rewards of greater employee job satisfaction, engagement and commitment. Look to other progressive firms for inspiration: one educational institute, for example, created a peer-to-peer maternity, parental and adoption leave handbook outlining common questions, challenges and advice.

Organizations can also seek support from their Employee Assistance Program(EAP)to handle some of the ‘softer,’ more specialized services. “We deal with maternity or parental leave on a one-on-one basis,” says Sharon Rose a human resources consultant for the Town of Newmarket in Ontario. “But when employees require additional help or information, we draw support from our partnership with our EAP provider.”

Some EAPs offer specialized prenatal and parenting programs that not only provide monthly e-mails and resource packs on important issues, but also offer specialized support from a dependant care consultant. The consultant intermittently touches base with the employee during the pregnancy and post delivery to offer information and assistance. The consultant can even conduct a brief assessment to check for the initial signs of postpartum depression. Many EAPs also provide assistance with locating day care facilities in the area and locating emergency child care services quickly.

Organizations without an EAP can access resources through health ministries, both provincial and federal, as well as larger municipalities, who offer a wealth of pre-and post-natal information on a variety of topics. Not-for-profit parenting facilities and programs are also growing in numbers. Whether you tap into EAP resources or public programs, providing a thorough list of Web links, addresses and telephone numbers of relevant sites and support programs as part of your employee maternity/parental leave guide is an easy way to help employees get information they need.

PARENTAL LEAVE
While still uncommon, more partners are capitalizing on the opportunity to take parental leave. While there aren’t the same concerns about the employee’s physical condition, organizations need to be equally supportive about a partner’s desire to spend more time with the new arrival. This is because the long-term return in employee performance far outweighs the short-term parental leave investment.

Since Ted McDonald was on contract with the federal government when his first son Connor was born, he was too “nervous” to take parental leave and run the risk that his contract would not be renewed. After securing a fulltime position, McDonald felt a strong need to capitalize on his parental leave benefits following the birth of his second son Aedan: “I didn’t want to miss the opportunity again.”

McDonald says his three-month leave was handled flawlessly. “Human resources and my manager provided me with all the information and support I needed,” notes McDonald. “I can honestly say that I encountered no issues with leaving or coming back. And that had a lot to do with the way my manager handled it.” McDonald is also very appreciative of his union’s agreement with the government which tops up HRSDC’s parental leave benefits to 93%, a perk that allowed him to spend time with his children without any financial worry.

DURING THE LEAVE: KEEPING IN TOUCH
A recurring theme amongst those who have taken leave is the delicate balance between ‘touching base’ and ‘disturbing’ employees while they’re away. Inviting the employee out to a social event is a nice gesture of inclusion. Calling them with work-related problems or a minute-by-minute recount of the last staff meeting probably won’t be appreciated. “You want to feel that your job is being done and that you’ll have a job to go back to without having to be involved in the day-to-day of it,” says Mittelman.

Employees on leave, however, also don’t want to be ignored: show you haven’t forgotten them by sending a congratulatory note when the baby is born and calling or e-mailing once or twice a month just to see how things are going. Creating an organized log of major changes or important information to hand over to the worker a few weeks before the return is also a good way to help the employee easily get up to speed on relevant issues.

A few weeks before the employee is scheduled to return, arrange to meet them to develop a return-to-work plan. Remember: this can be a stressful time as the employee navigates through conflicted emotions, scheduling changes and the adjustment from baby to adult world. Providing flexible return-to-work options such as allowing part-time work for the first few weeks can help employees work through the new logistical challenges of daycare, tending to baby and making it to the office on time. Be sure to touch base from time to time to work out an alternative solution if adjustment concerns arise.

As a manager or employer, flexibility is paramount to supporting the changes a maternity or parental leave creates. It requires a proactive approach that recognizes the changing needs of the employee and balances this with the needs of the company. By handling these circumstances with sensitivity, support and clarity, you’ll not only have a positive impact on employees, but on the effectiveness and health of the organization as a whole.

Karen Seward is vice-president, business development & marketing WarrenShepell. kseward@warrenshepell.com

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