A Managers Guide to Parental Leave Office of Human Resource Management

What are my Responsibilities?  Managers are responsible for »Recommending or approving leave »Determining operational requirements »Discussing arrangements »Keeping in touch »Managing return to work 2

Leave types »Paid maternity leave (6 or 12 weeks) »Paid primary care giver leave (14 weeks) »Paid partner leave (10 days) »Other Leave (recreation, long service) »Unpaid Parental Leave (up to 52 weeks) »Government paid parental leave

Eligibility »Staff may be eligible for up to 52 weeks of leave, utilising both paid and unpaid leave. »Eligibility for parental leave is as follows:

What are the Leave Plans? Paid parental leave may be accessed in a number of ways: »Paid parental leave at 100% of normal salary (totaling up to 26 weeks) »Paid parental leave at 50% of normal salary (totaling up to 52 weeks) »*14 weeks paid at 100%, other leave as required, balance of parental leave used for part-time return to work plan »*21 weeks paid at 100%, 6 weeks other leave, balance of parental leave used for 80% part-time return to work plan * Note – the final two options require the staff member to have prior discussion with their supervisor, and approval from the Head of Element. When considering leave applications, manager’s should:  Consider capabilities, responsibilities, and impact on work area  Endeavour to find a balance between the needs of both the University and the staff member 5

Keeping in touch and Returning to work Keeping in Touch Prior to leave, the manager and staff member should agree on a strategy to keep in touch. »The University expects that:  The manager will inform the staff member of changes which occur in the workplace which may impact on them.  The staff member will inform their manager of changes in circumstances while on leave as soon as possible. This might include changes in dates or return to work arrangements. »Formal Keep in Touch days Returning to Work At the end of the leave period, the staff member will return to their substantive role wherever possible. You should discuss your return to work with your manager and negotiate any training or induction which may be required to help you transition back to work. Extended leave toolkit: Preparation, Keeping in Touch and Return to work

Reversible Part-time Arrangements When considering applications for reversible part time arrangements, Manager’s should: »Consider  Nature of role  Impact on other employees  Operational requirements »Discuss alternatives and modifications to  Fraction (number of hours/days worked)  Pattern (days that the staff member will be at work)  Duration (how long is the arrangement for?)  Role (is there another role that it might be more appropriate for the staff member to fill whilst working in the part time arrangement?) »Flexibility & open communication are key to achieving an arrangement which will best fit with the requirements of both the work area and the staff member. 7

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