REWARD
Supporting employees on paternity leave
Danny Done, managing director of Portfolio Payroll , gives advice to organisations about how best to assist those who take paternity leave
E ffective support for male employees has been linked to improved working conditions and job opportunities for female equivalents, who have the same knowledge and qualifications. These women are often overlooked for promotions due to taking time off for familial responsibilities. As such, while there are significant benefits for the males involved, the positive impact on the overall organisation cannot be ignored. Paternity leave is not exclusive to male employees and those who are adopting a child or having a child via surrogate may also be eligible for adoption or paternity leave. This includes individuals in same-sex partnerships, transgender staff members and those who identify as non-binary. Recognising this, and providing inclusive support, improves organisational productivity and ultimate success. Contractual paternity leave There are several ways to support employees who are on paternity leave. One of these ways is to offer enhanced contractual leave and pay entitlements, meaning staff will feel more comfortable taking time off, as financial stress is reduced. Currently, statutory paternity leave entitlement only gives eligible employees a maximum of two weeks’ leave, paid at a rate of £151.97 per week, or 90% of average weekly earnings, if less. Understandably, this can lead to significant pressure on families who rely on higher take-home wages and are already struggling without dual incomes, since partners are often also on maternity or adoption leave and equivalent pay. When introducing a contractual paternity leave and pay policy, employers must ensure this is offered fairly and consistently. Providing enhancements to some groups and not others can lead to
lengthy and costly claims of unfair treatment and discrimination. A written policy, clearly expressing entitlements, and any associated eligibility criteria, ensures all parties are aware of the correct amounts of leave and pay to be given, as well as the necessary processes to request this. According to statutory guidance, employees must provide at least 15 weeks’ notice before the expected week of childbirth that they want to take paternity leave. They should confirm what the due date is, how much leave they want to take and when they want this to start. However, employers can choose to reasonably amend this if they wish for the contractual element of entitlements. Employees shouldn’t be treated unfavourably or suffer a detriment due to taking paternity leave
employees understand their exact duties so do not need to interrupt their colleagues who are on paternity leave. Following this, an in-depth return-to-work meeting should be completed, to update employees on any changes or developments they may have missed. This will increase an employee’s confidence that they won’t miss out on anything or fall behind due to taking paternity leave. Flexibleworking When periods of paternity leave have ended, businesses may want to consider offering flexible working arrangements, to support employees with their parental responsibilities. This may include implementing: ● homeworking or hybrid working options ● flexi-hours, to allow for late starts or early finishes ● temporary reductions in working hours or duties. Such changes should only be implemented with the employee’s agreement. Although most of the time, flexible working discussions are instigated by the employee, if an employer pro-actively raises this, they should be mindful of their language and tone. Employees shouldn’t be treated unfavourably or suffer a detriment due to taking paternity leave; and doing so may lead to unfair dismissal, constructive
Handover processes To ensure employees can switch off
from work and enjoy spending time with their family, it’s important they feel their work responsibilities and commitments are taken care of. This can be achieved by implementing an effective handover process prior to them taking leave. Doing so means the absent employee is aware of what will happen when they are away and can prepare for what they will need to pick up when they return. Similarly, covering
dismissal or discrimination claims. Businesses can implement other
measures in addition to, or in place of, the ones outlined above. Often, speaking with employees to understand how they could be best supported can go a long way in ensuring effective measures are in place, which provide true benefit to both the individual and organisation alike. n
| Professional in Payroll, Pensions and Reward | February 2022 | Issue 77 24
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