Sabbaticals: considerations for employers and employees

Among the benefits desired by professionals, sabbaticals are often seen as nice-to-have but not a dealbreaker. This is because few jobseekers envisage themselves serving a business long enough to be able to claim this loyalty benefit – but here’s why it might just be the best benefit of all.

6 mins read
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​The early years in a job are filled with learning: new skills, continued development and greater challenges along the way. For those lucky enough to love what they do in a workplace that meets their needs, years fly by – with some companies rewarding continuous long service or achievement with several weeks or months of paid sabbatical leave.

What is sabbatical leave?

Sabbatical leave used to be more commonly associated with academic professions, with educators traditionally granted a period of paid time off – usually one year – for further study or research. Similar opportunities have since filtered into other lines of work, with paid, part-paid and unpaid options, but are offered by relatively few employers across the world.

Unlike career breaks, sabbaticals mean the work contract continues, giving employees freedom to explore without penalty. There’s no set format but it is recommended employers offer the leave on equal terms for everyone in the business rather than using an ad hoc system. A dedicated sabbatical policy can outline terms for both full-time and part-time employees to prevent misunderstandings and protect against discrimination and other claims – fairness and transparency are key.

According to The Chartered Institute of Personnel and Development (CIPD): “Historically sabbaticals have been a benefit for employees. They are agreed for a variety of reasons including rewarding long service, travel, research or acquiring new skills, voluntary work, alleviating stress and burn out or to take care of health. In current times the motivation behind sabbaticals may be more for the employer’s benefit to provide alternatives to redundancy.”

With greater focus on employee mental health and wellbeing, meaningful benefits such as sabbaticals can also encourage a member of staff to spend longer with the business.

Having found their niche in a team and given the opportunity and resources to achieve and excel, many employees feel valued by the prospect of a morale-boosting sabbatical. What better than a reminder of approaching eligibility for a well-deserved break – usually starting after five years’ service.

How much sabbatical leave should be offered?

There is no law that says a business must offer sabbatical leave, paid or unpaid, but it is increasingly being introduced to attract jobseekers in competitive industries.

Although the traditional year out enjoyed by academics is unheard of for most private companies, a more affordable period of four weeks’ paid sabbatical leave is considered fair, rising to six weeks or more after 10 years’ continuous service.

Forward planning is essential to allow managers to reassign the leaver’s workload across the team or advertise for temporary help. This may require the employee to give at least six months’ notice but could well be longer depending on the seniority of the role.

During the leave, the employee may receive full or partial pay, or no pay at all, depending on the company’s sabbatical policy. Some employers may formally request that no other paid work is undertaken during the absence.

As an alternative or an addition to sabbatical leave, companies might choose to grant additional paid annual leave for loyal staff – perhaps five extra days after five years.

What are the benefits of sabbatical leave?

Time out can be an incredibly rewarding experience, and one with lasting benefits for both employer and employee. With the freedom that comes with the extra time off, sabbaticals are ideal for personal development, whether it’s a self-care plan, a period of study, travel or volunteering – the freedom from the 9-5 is ideally meant for discovery as well as relaxation.

Employee benefits

By using the time productively, employees could end up adding value to their role. Here’s a few ideas for how to spend the time:

  • Rest and recharge: A break from the daily grind gives an opportunity to step away from your work-life responsibilities and find out what inspires you.

  • Learning new skills: A sabbatical allows for plenty of free time that can be devoted towards learning new skills or honing existing ones. Whether it’s mastering a language or developing coding know-how, these experiences will enhance your career prospects and help you stand out from the crowd.

  • Greater appreciation: Time out provides an opportunity to reflect on things taken for granted over time, such as our job, relationships, or health.

  • Improved health: A sabbatical gives us the chance to focus on our physical and mental wellbeing by engaging in activities like yoga or meditation. This helps boost productivity levels upon returning to work along with improving overall quality of life.

  • Explore new interests: During a sabbatical, you could take up a hobby you may not have had time for while working. This can be a great way to develop new skills and can even lead to a new career path.

  • Personal development: Focusing on growth through travel, education, or other goals can bring new perspectives to your work when you return.

  • Enhanced creativity and productivity: Stepping away from work can provide a new perspective and channel your interests into projects that could be useful back in the workplace.

  • Eliminate burnout: Many people quit their jobs when they feel exhausted and demotivated through overwork and stress. Time away is a wellbeing solution that means you can retain your job while regaining your mojo.

Employer benefits

Sabbaticals can also provide significant benefits for employers in terms of employee retention and attraction:

  • Retain top talent: Offering sabbaticals can be a powerful tool for retaining workers. Employees who feel valued and supported by their employer are more likely to stay with the company long-term.

  • Improved productivity: Sabbaticals can lead to improved productivity in the long run, with employees returning to work with renewed energy and focus,

  • Cost savings: If an employee takes a sabbatical instead of leaving the company altogether, it can save the employer money in the long run through recruitment and training costs.

  • Enhanced creativity: Employees can explore new interests and ideas, introducing them in their work.

  • Improved employer branding: Companies that prioritise work-life balance and employee wellbeing are more likely to be viewed as desirable places to work.

Returning to work

The hope is that employees return to the workplace refreshed. The break may have brought clarity to their working routine, new skills that could benefit their role, and fresh ideas. The early weeks settling back in are a great time for sharing these ideas and considering how the job may be shaped by the sabbatical experience.

For the employee, a little preparation before the end of their leave can ease any anxiety about the return: catch up on company and industry news, check-in with colleagues, and ask for team updates so it’s not a complete surprise on the first day back.

Work may also seem a little overwhelming at first, with things unlikely to be the same as when the returner left. There might be different tech to get to grips with, new team members and schedules in place. Managers should keep checking in to ensure the returner is coping and not overloaded through this transitional period. Some workplaces provide a structured ‘return to work’ plan to help employees and managers meet their goals.

To encourage and inspire new and existing staff, sabbaticals should be shouted about in job adverts, social media and company websites. The prospect of a break or memory of one may lead to workplace happiness and contentment.

Looking for talented professionals to join your team or seeking a new opportunity? Contact one of our specialist recruitment consultants today.

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Graduate Technology CV Template
3 mins read

Graduate Technology CV Template

​Before you start populating your CV - do you research. We've analysed over 600 data points from Google and the O*NET Skills Database to find out the key skills required to be successful in a host of technology roles. Explore the data now to upgrade your CV

Visit state of skills

[Full Name]
[Home address]
[Contact Number] • [Email Address]
[Social Media]
Driving Licence • Own Car

Add as many vehicles for communication as possible here. This will show that you are open to new products and communication methods. If you are a member of a development forum such as GitHub, Stack Overflow etc. then add your details - making sure that all details/names you provide are business appropriate.

Personal Statement

Keep this section of your CV short, factual and snappy. This is the equivalent of your ‘blurb’ that makes the employer read on. It’s your opportunity to highlight ‘who you are’ and ‘what you want’, but remember balance is key. There’s a danger in both underselling and overselling yourself.

I graduated from the University of [university name] in [year] with a [degree class] degree in [subject]. Since then I have undertaken a [work placement/internship/graduate scheme] at [organisation name]. This experience allowed me to develop a host of technical skills including [skill] as well as [skill].

Whilst working with [organisation], I worked in the [team name] team contributing to projects including [project name]. I was responsible for/organised [task], and helped to increase [profit/other metric] by [£X/X%].

I am looking for an opportunity within an [business type/industry] organisation, where I can bring real value, and develop my skills further.

Education

This part of your CV is more important when on the first rungs of the ladder career wise, so it’s in your best interest to match your theoretical knowledge and experience to the job you are applying for.

Make sure you add any placements years, dissertations, research papers written, technical skills learnt, and projects completed that are relevant, and again match the salient points to the role. 

[University Name]
[Date M/Y– Date M/Y]

[Degree Class] [Degree Name]

[College/School Name]
[Date M/Y– Date M/Y]

A-levels:

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

GCSEs:

  • [Number] GCSEs, grades [range], including Maths and English

Work experience

If you are a recent graduate or someone new to the IT market, this section should be aimed at supporting your application, be it a first step or career change into IT. Unless you’ve completed a work placement or have volunteered, there’s a chance your work experience may not be particularly relevant, however the importance of this section is two-fold.   

Any jobs you’ve had whilst at college or university can demonstrate an attitude to work, and show that you already have experience working under instruction.

If you are new to IT, then you need to focus on any transferable skills you have. For example, if you are applying for a web development role, talk about arranging window displays in previous retail positions. If you are applying for a business analyst job, highlight experience in dealing with and processing information (to show communication and data gathering skills).

[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]

Achievements and responsibilities:

  • Brief role overview

  • Worked alongside [team] to produce [project]

  • Implemented [change] which resulted in [benefit]

  • Received an [award name] for [reason]

Hobbies and interests

Do not underestimate the importance of this section. It can be an excellent opportunity to show creativity, leadership and many other traits that a potential employer may be looking for – above and beyond your academic achievements and work experience.

For example, if you ran a club at university it shows organisational and leadership skills. If you are an avid photographer, and have had work appear online it shows creativity, passion and commitment.

However, be warned, this can sometimes be subjective. So where possible, try to ensure anything listed here reinforces a work application and your general persona - some pastimes and hobbies may unintentionally allow a potential employer to form a negative opinion.  

References

References are available upon request.

Download our full graduate technology CV template.

Impact of e-commerce on trucking logistics
5 mins read

Impact of e-commerce on trucking logistics

The digital revolution has transformed the way we shop. E-commerce, with its promise of convenience and speed, has become the new norm. This shift has had a profound impact on various industries, but perhaps none more so than trucking logistics.

Whether you're a logistics professional, a business owner, or simply interested in the intersection of e-commerce and logistics, this article offers valuable insights into the changing landscape of trucking logistics.

E-commerce and the surge in trucking logistics demand

The rise of e-commerce has led to an unprecedented demand for trucking logistics services.

Online shopping has not only increased the volume of goods that need to be transported, but also changed the nature of these shipments. Instead of large, bulk shipments to brick-and-mortar stores, logistics companies now handle a higher volume of smaller, more frequent deliveries directly to consumers.

This shift has created a need for more flexible and scalable transportation solutions. Trucking logistics companies are now required to adapt their operations to meet these changing demands, ensuring they can efficiently handle the surge in e-commerce orders.

Adapting to consumer expectations for delivery speed

The rise of e-commerce has also changed consumer expectations. Today's online shoppers demand faster delivery times, putting pressure on trucking logistics companies to optimize their operations.

To meet these expectations, logistics companies are investing in technology and infrastructure. Real-time tracking, route optimization, and closer proximity to consumers through strategic warehousing are just a few of the strategies being employed to speed up delivery times.

Last-mile delivery: The new frontier for trucking companies

Last-mile delivery, the final step in the delivery process from a distribution center to the end user, has become a critical focus area for trucking logistics companies. This is largely due to the surge in e-commerce, which has increased the volume of goods that need to be delivered directly to consumers' homes.

To address this, trucking companies are exploring innovative solutions such as drone deliveries, autonomous vehicles, and partnerships with local couriers. These strategies aim to improve efficiency, reduce costs, and meet the high demand for fast, reliable delivery services.

Technology innovations in trucking logistics

The rise of e-commerce has necessitated the adoption of advanced technologies in trucking logistics. Real-time tracking systems, for instance, have become indispensable. They provide transparency in the delivery process, allowing both logistics companies and customers to monitor the progress of shipments.

Another significant technological innovation is route optimization software. This tool helps trucking companies plan the most efficient routes, taking into account factors like traffic, weather conditions, and delivery windows. By reducing unnecessary mileage, these systems can significantly cut fuel costs and improve delivery times.

Moreover, data analytics is playing an increasingly important role in trucking logistics. By analyzing patterns in e-commerce sales, logistics companies can better predict demand and allocate resources accordingly. This proactive approach can help prevent capacity issues and ensure a smoother, more reliable delivery service.

The shift to smaller, more frequent shipments

E-commerce has fundamentally changed the nature of shipments in trucking logistics. Instead of large, infrequent deliveries to brick-and-mortar stores, there's now a higher volume of smaller, more frequent shipments going directly to consumers. This shift has significant implications for logistics operations.

For one, it requires more complex route planning and scheduling. It also necessitates more flexible and scalable transportation solutions to accommodate fluctuating demand. Trucking logistics companies must adapt their strategies to this new reality to maintain efficiency and meet customer expectations.

Warehousing evolution: Responding to e-commerce trends

The rise of e-commerce has also influenced warehousing strategies. Warehouses are no longer just storage facilities but have evolved into dynamic fulfilment centers. They are designed to support the quick turnover of goods and are often located closer to consumers to reduce delivery times.

This shift towards more strategic warehousing requires advanced warehouse management systems. These systems use technology to optimize inventory management, order picking, and packing processes. The goal is to ensure that e-commerce orders are processed and dispatched as quickly and accurately as possible.

Sustainability and green logistics in the e-commerce age

The growth of e-commerce has also brought sustainability into focus within the trucking logistics industry. As the volume of shipments increases, so does the industry's carbon footprint. This has led to an increased focus on green logistics.

Trucking companies are investing in electric and alternative fuel vehicles to reduce emissions. They are also exploring more efficient routing and delivery strategies to minimize fuel consumption. The goal is to meet the demands of e-commerce while also reducing the environmental impact of logistics operations.

Overcoming capacity and labor challenges

The unpredictable nature of e-commerce sales patterns presents a significant challenge for trucking logistics. Companies must be able to scale their operations up or down quickly to meet fluctuating demand. This requires careful capacity planning and flexible transportation solutions.

Another challenge is the increased competition for skilled labor. As e-commerce grows, so does the need for drivers and warehouse staff. Trucking logistics companies must find ways to attract and retain talent in a competitive market. This includes offering competitive wages, benefits, and opportunities for career advancement.

The global impact and future projections

The impact of e-commerce on trucking logistics is not confined to any one region. It's a global phenomenon, affecting international shipping routes and logistics networks. As e-commerce continues to grow, trucking logistics companies must adapt to changes in global trade patterns and regulations.

Looking ahead, the future of trucking logistics will be shaped by the ongoing growth of e-commerce. Companies that can leverage technology, embrace sustainability, and put the customer at the center of their operations will be well-positioned to succeed in this new landscape. The focus will be on agility, innovation, and continuous improvement.

Embracing change, leveraging technology, and focusing on customer needs are key to thriving in this new era of e-commerce-driven logistics.

Parenting Out Loud: improving support for working fathers
11 mins read

Parenting Out Loud: improving support for working fathers

​The idea of ‘Parenting Out Loud’ is that dads can be loud and proud, open and transparent, about their caring responsibilities at work.

The campaign launched in April, and you may have seen their takeover of the London Underground, with posters across Euston, Victoria and Waterloo stations.

‘Parenting Out Loud’ involves men:

  • Requesting flexible working for childcare reasons

  • Being ‘loud and proud’ about taking parental leave

  • Coming back from parental leave, blogging about it and telling colleagues how good it was and what they learnt

  • Using their out-of-office to talk about childcare responsibilities

  • Being honest with line managers when they need to work from home to look after their sick children

During the General Election campaign, now-Prime Minister Keir Starmer was criticised by the Conservative Party for asserting his intention to finish working on Fridays at 6pm, because it’s reserved for family time.

A while before that, Piers Morgan criticised Daniel Craig for wearing a papoose – questioning his masculinity.

Elliott Rae works with organisations, through keynotes, workshops, and consultancy, to help them support working dads.

According to Elliott, during the pandemic lockdowns, one positive thing that happened was men got to spend more time with their children than ever before, due to having to work from home. Many men found this to be a profoundly positive experience, improving their relationships with their children and making them happier and mentally healthier as a result.

Read the full interview with Elliott Rae, Author, Speaker, and Founder of ‘Parenting Out Loud’:

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Q: What challenges do working dads face in the workplace?

A: Before I get into that, I just want to say working mums have faced challenges for years. It's good we're now talking about the challenges working dads are facing, because that helps create more equality in the workplace.

It means working dads are more involved and active as parents, and they're going to come across some of those same challenges mothers have faced.

Policy: statutory paternity leave in the UK, at present, is one of the least favourable in Europe. It works out at about £182 per week. And around one-in-five dads don't take any paternity leave at all, just because of affordability.

Shared parental leave hasn’t worked. Yes, some people have had some good examples and situations with it, but as a macro policy, it just hasn't worked. The take up has been around four per cent of eligible couples across the country.

Flexible working: we know, across the UK, men are less likely to ask for flexible working. When they do, they are less likely to have those requests approved, due to traditional gendered ideas about who does caregiving in the home. This exists because managers and leaders are products of their environment. That results in dads being scared to ask for flexible working and not getting it when they do.

It's good we’re talking about flexible working in a range of different industries. In many industries where you have to be onsite, around fifty per cent of the working population, this can be a more difficult issue to address, but it should still be reviewed.

Culture: outdated ideas of what it means to be a man, what it means to be a dad – that men aren't equal caregivers or caregivers at all – still exist in many homes and workplaces. This can be a real challenge for dads when it comes to them being caregivers and having a job.

Q: Why do you think these challenges exist?

A: For decades, society has done things in a certain way. We've had quite rigid gendered parenting roles over the years, and we are still living in a world where they exist.

We may be fighting back against them, but we still have strong ideas around who does the care within households. We haven't reformed government policies to match some Nordic countries, who are doing things much better than we are.

However, in a way, Covid and the lockdown were good for fathers. They spent more time with their children than ever before. For decades, men have dominated in senior roles across industries, and a lot of the time they got there with the help of a stay-at-home partner.

We've done this for many years, and it's an exciting time now, where we are starting to rethink what family could look like, what success is for men, and the options available to dads to be able to do things differently.

Q: To what extent could this help women be more successful at work?

A: Not to namedrop, but I was invited to see Michelle Obama last year in Munich. She spoke about parenting and social impact and leadership. At one point, the interviewer asked Michelle, “How do we support more women, like you, who are successful in their careers? You're the former first lady, but you're also a very involved mother.” And she said, “We get men to do more.”

Society has changed so much. Both partners are increasingly working full time. There needs to be a fundamental shift in how we set up the care in our household. And we are not there yet at all. We know that even in couples where a man and woman both work full time, mothers will still do most of the childcare and domestic care.

The conversations we’re having now are not just good for mums, but for dads too. Research shows men are happier when they have close relationships with their children. Success for many men now looks like: yes, career progression and earning money – but also having strong relationships, knowing our children, and looking after our wellbeing.

We are moving away from just being breadwinners, which was quite damaging for our longevity, health and relationships.

Q: What impact could longer paternity leave have on working fathers?

A: Enhanced paid paternity leave, and an organisational culture that supports dads to take it, is fundamental. When they take it, it has profound impacts on the family.

It's important for expectant dads to think about the kind of parent they want to be; the bond they want to have, what kind of music they're going to play or sing to them, what books they're going to read them, what kind of dad they want to be to their child – and build that connection before their baby's even born.

They should be part of the birthing process, and an integral part of the family set up in those first early months.

When dads have that opportunity to bond with their baby, they can learn how to parent independently. We need that time to build strong relationships between fathers and children. We know that when dads can do that, they are more likely to be active caregivers for the rest of a child's life.

It's sad that we have a statutory paternity policy that means dads have just two weeks off. Lots of men will have a physiological, psychological, emotional, even physical change, after becoming a parent. A lot of dads will have a drop in testosterone, for example. That's nature's lovely way of helping us to be caregivers.

We need time to adapt to what it means to be a father. Our life and our relationship with our partner have changed fundamentally. We know that one-in-10 dads suffer from some form of post-natal depression, along with one-in-five mums. One of the key risk indicators for dads developing post-natal depression is a lack of bond with their baby.

Q: In addition to longer parental leave, what support do you think employers should be providing fathers in their workforce?

A:Longer parental leave is imperative. There are around 90-to-100 organisations that have offered equal parental leave – and many more that have enhanced their paternity leave to six-weeks, paid, or 12-weeks, paid, which is fantastic. I think that sends a strong signal. But of course, paternity leave doesn't solve the issues themselves. There’s much more employers can do.

Firstly, they should think about equity and equality when making decisions on who should be allowed to work flexibly, to avoid any bias, and consider whatflexible workinglooks like for working dads.

Organisations should implement dad networks. Having a solid community and conversations in the workplace about the shared experience is so powerful. They can share joys and challenges. Everyone has a different circumstance, so they can explore nuances. These groups can have a significant impact on the wellbeing of fathers. It can also make work feel like a sanctuary, rather than a place that compounds the issues you have at home.

Organisations are starting to understand the power of staff networks for parents, and that dads need their own group within that parenting network. Post-Covid, we’ve seen many big organisations, for example Microsoft and the Co-op, launch spaces for dads.

Role modelling and leadership: leaders who ‘Parent Out Loud’ are compassionate, have empathy, and can challenge their own ideas about gendered parenting roles, support working dads to take the full parental leave that's available, to work flexibly, to make sure they understand employees have lives outside of work and support them being equal caregivers.

Q: To what extent do support needs change depending on the age of their children?

A: Good question, because it's very tempting to focus just on the early years. Don't get me wrong, the early years are important for setting a foundation for what parenting and fatherhood and childcare responsibilities look like in a household.

But we have parental responsibilities for our whole lives. I'm sure there are people reading this who have children going to university or living back home with them after study.

We published a book called ‘Dad’. It’s a curation of 20 stories from different men. There's one story from a dad who talks about his children becoming his friends when they got older and went to university.

There's a story about a dad who became a father during Covid and stories around miscarriage and stillbirth, gay fatherhood, and co-parenting. It's a great example of dads talking deeply about the whole parenting aspect.

Q: What cultural changes would you like to see implemented across UK workplaces?

A: The culture of an organisation represents how things are done, how we make decisions, and how we treat people. It's important for leaders to understand what their company culture looks like, and what that means for people in their organisation.

When it comes to working dads, we know strong, supportive, inclusive cultures will result in higher retention of talent. Dads are going to want to come to work for you, and they're going to be mentally fit and want to go above and beyond.

Cultural change work is deep. It means investing in really getting to know your people. Leaders need to be accountable for how they’re contributing to creating an inclusive environment where everyone can thrive. They must have behavioural standards, call out bad behaviour, amplify good practice, and role model ‘Parenting Out Loud’.

I've seen so many people get promoted into leadership roles because of their core professional competency, over and above their ability to lead people. Leading people is a skill we can all learn. When we can create good leaders, we can build positive cultures.

That means those leaders need development and support to understand how to be people-people; the power of active listening, how to implement policies in the right way, to champion staff networks, to be aware of the data and information in their areas, and in their blind spots.

Q: Overall, what piece of advice you would give business leaders to ensure working fathers in their workplace feel sufficiently supported?

A: My advice for leaders would be to invest in supporting working dads to ‘Parent Out Loud’, support dads to be loud and proud about their care responsibilities. Eighty per cent of the gender pay gap is the motherhood penalty – the way in which having a baby can impact a woman's career.

If we want to really encourage gender equity and women's progression in the workplace into senior levels, we must engage with dads being active and equal parents. Those two things are so interlinked it's impossible to get gender equality and female representation in senior roles without engaging dads to be equal parents.

Leaders should also understand the mental health and wellbeing of their people, and of dads. Dads have joys, but also challenges and issues, and they need to be supported through those issues.

Ultimately, this is where society is going. Research shows younger people, including younger parents, are making decisions on where they're going to work based on how much the organisation cares about their whole life – not just their work life.

If you’re looking for a talented professional to join your organisation, or a new opportunity, contact your nearest Reed office now.