GUIDINGPRINCIPLESFORMANAGINGANDORGANISINGMATERNITY1
LEAVE
UNIVERSITYCOLLEGECORK
Managingmaternity-andfamilyleave-morefairlyisinallourinterests—existingmaternity
leavecultureandpracticemaybelimiting(i)thecareerprogressionofindividualwomenand(ii)
thecreativepotentialoftheUniversitymorebroadly.Internationalresearchsuggeststhat
institutionalstructureswithinacademiahave(i)noteffectivelyaddressedleaveand(ii)that
familyformationimpactsdisproportionatelyonthecareersoffemaleacademicsandresearchers.
Researchalsoshowsthatwomentendtohavelesslinearcareerpathsandmorecareerbreaks
thanmen;therefore,researchassessmentprocessesthatprioritisesustainedhigh-leveloutputs
overacareerandthatdonottakecareerbreaksintoaccountinameaningfulway,disadvantage
women.
TheprinciplesguidingUniversityCollegeCork’s(UCC)managementandorganisationofmaternity
andfamilyleaveanticipateshowUCCmayapproachtheorganizationandmanagementof
maternityandfamilyleaveconsistently,effectivelyandequitablywithinrelevantinstitutional
processesinUniversityCollegeCorkandareintendedtoguidepracticeintheorganisationand
managementoffamilyandmaternityleave
TheGuidingPrinciplesfororganisingandmanagingmaternityleaveinUniversityCollegeCork
(UCC)connectsresearchwithpractice.Specificactions,basedonresearchwithintheinstitution
andareviewofinternationalliteratureandbestpractice,arecombinedwithcoreprinciplesto
promoteequalitybetweenwomenandmeninacademicandresearchcareersinUCC.
TheGuidingPrinciplesonManagementandOrganisationofMaternityLeavemaybeconsidered
inconjunctionwithGENOVATE@UCC’sproposedGuidingPrinciplesonGenderEqualityand
1
TheseGuidingPrinciplesmayalsobeappliedtoallformsofstatutoryfamilyleave.
ResearchExcellence2andtheGENOVATEConsortium’s‘GuidingPrinciplesonGenderEqualityand
DiversityCompetenceinResearchExcellenceStandards’.3
HowtoUsetheGuidingPrinciples
TheGuidingPrinciplesaimtosupportstaff,managementandpolicymakersintheirrole(s)in
facilitatingastandardised,comprehensiveandequitableapproachtotheorganisationand
managementofmaternityandfamilyleavewithinUCCanditsresearchinstitutes.
TosupportimplementationoftheGuidingPrinciples,aCross-UniversityWorkingGroup4onGood
ManagementofMaternityandFamilyLeavewasestablishedinUCCinMarch2016.Theremitof
thegroupistomeetregularlyandreport,onanannualbasistoUniversityManagementTeam
(UMT),withimprovementsingoodpracticeonmaternityandfamilyleavepolicy.
Implementation of the Guiding Principles however relies on the full commitment of the
university, managers and staff. There should be clear lines of accountability and responsibility
(bodies)fortheimplementationofgendercompetentmanagementofmaternityandfamilyleave
inUCC,includingtheprocessesrelevanttotheirapplication.TheIndexbelowidentifiessomeof
the processes relevant to incorporating career breaks and bodies responsible for aspects of
implementation and enables the user to access the Principles and related actions directly
relevanttotheirrole.
There are four overarching Guiding Principles; each principle governs specific proposed actions
intended to illustrate the principle and proactively provide guidance for the organisation,
management and application of family and maternity leave and ensuing career breaks.
Managers, staff and policy-makers can consult the appropriate Guiding Principle(s) to explore
andguidetheirapproachtoapplyingandmanagingfamilyandmaternityleave.
2
https://www.ucc.ie/en/media/research/iss21/Tool7.GuidingPrinciples.May2016..pdf
http://www.genovate.eu/media/genovate/docs/deliverables/b-DeliverableD5-1-Guiding-Principles.pdf
4
https://www.ucc.ie/en/media/research/iss21/BriefingNote.ProposedActionNo.5.Final.ecopy..pdf
3
2
GUIDINGPRINCIPLESINDEX
RelevantProcess
ResponsibleBody
GuidingPrinciple(s)
Strategy&Policy
Maternity&FamilyLeaveStrategyand
Policy
ProvisionandorganisationofPoliciesfor
StatutoryLeave
CriteriaforPromotionandProgression
StaffingProcessesincluding:
Preparationfor,arrangementsduringand
returnfromstatutoryleave;
UniversityManagementTeam(UMTS/O)
DepartmentofHumanResources
CrossUniversityWorkingGroup
1;2;3;4
Linemanagement–includingHeadsof
Department/Discipline/School/College/
ResearchCentre;CollegeandSchool
ManagersandbyPrincipalInvestigators
Staffingprocessesincludingevaluationsof
careerachievement
PerformanceReview
Progression,promotionandretention
processes.
Sabbaticalorotherresearchleaveschemes
Linemanagement–includingHeadsof
Department/Discipline/School/College/
ResearchCentre;CollegeandSchool
ManagersandbyPrincipalInvestigators
LecturerPromotion&Establishment
Board(LPEB)
PromotiontoProfessor(Scale2)Board
1.8
2.1–2.3
4.1–4.2
3.1–3.4
4.1–4.2
Researchqualityandsupportprocesses
Internalresearchfunding,researchaward
andprizeschemes;e.g.,UCCStrategic
ResearchFundandUCCResearchAwards
Scheme
OfficeofVice-PresidentforResearchand
Innovation(OVPRI)and
StrategicResearchFund(SRF)Evaluation
Committees
HeadsofCollege,SchoolorResearch
Institute,Vice-DeansforResearch,
CollegeorSchool-levelResearch
Committees
QualityPromotionUnit(QPU)andAcademic
CouncilResearchandInnovation
Committee(ACRIC)
College,SchoolorInstitute-levelinternal
researchfundingschemes
Researchqualityreview
Sabbaticalleavecommittees
3.1–3.4
4.1–4.2
3.1–3.4
4.1–4.2
3.1–3.4
4.1–4.2
3
1.1
1.2
1.3
1.4
1.5
GUIDINGPRINCIPLE1
Genderequalityanddiversityshouldinformstrategyandpolicywithregardstocareer
breaks,withtheaimofcreatingaworkplacecultureofdignityandrespect.
Policiesonmaternityleaveshouldbepartofacomprehensivesuiteofpolicieswhich
address:
• Work/lifebalanceissues;
• Incorporatearrangementsforflexibleworkingandadditionalleavearrangements
suchasparentalleave,paternityleave,adoptiveleave,allformsofcaringleaveand;
• Highlightfacilitiesrelevanttowomeninpre-natalandpost-natalstages.
Thereshouldbeadesignatedpointofinformationformanagersandstaffandafocalpointof
contactforwomenandmanagersto:
• Facilitatecoherencebetweeninstitutionalandlocalapproachestoapproaching
maternityleave.Thisshouldmaptherights,duties,responsibilitiesandexpectations
ofstaff,managersandallrelevantstakeholders.5
Informationprovidedshouldbetailoredtoreflectworkareasofstaffe.g.academic,
researcher,administrative.
Considerationshouldbegiventothefollowing:
•Pre-natalfacilities:Considerationshouldbegiventotheprovisionoffacilitiestosupport
pregnantwomenatwork.Thiscouldtaketheformofdesignatedparkingspacesfor
pregnantwomenandadvisingwomenoffacilitiesforbreast-feedingpostreturntowork.
•Planningformaternityleavecover:planningformaternityleavecoversallarrangements
priorto,duringandpostmaternityleave.
•Post-natalfacilities:Facilitiesforbreast-feedingandtofacilitatebreast-feedingshouldbe
clearlyindicatedthroughoutthecampus.Facilitiesshouldbeseparatefrombathroom
facilitiesandmaintainedtothehigheststandardsofhygienewithallnecessaryresourcesto
supportbreast-feedingmothers,theirchildrenandpartners.
•Childcare:Shouldconsideraccesstochildcareserviceseitherprovidedon-campusorlocally.
ResourcingMaternityLeave:TheUniversityshould:
• Ensurethatfullbackfillcoverisprovidedforacademicstaffonmaternityleave,tocover
ataminimumallteachingandadministrationduties,i.e.atarateof0.6FTE(onthebasis
thatacademiccontractsprovidefora40%teachingloadanda20%administrationload);
5
See:UniversityofSheffield’sToolkithttp://www.sheffield.ac.uk/hr/guidance/family/toolkits/maternity
4
•
Considerpossibilitiesforprovidingbackfillcoverforcontractresearchstaffonmaternity
leaveincaseswherethisisnotprovidedbythefundingbody;
1.6ResearchRecovery:TheUniversityshouldconsiderinitiativestoaddressgapsinresearch
productivityarisingfromperiodsofstatutoryleave.Thesemayinclude:
•
•
Agrantprogrammetooffsettheeffectsofbreakssuchasmaternityleaveonresearch
activityandproductivityandultimatelycareerdevelopment;
Agraceperiodtorecovertimededicatedtoresearch:thismayincluderelieffromsome
teachingandadministrativedutiesforaperiodatleastequallingtheperiodofleave.
1.7Evaluationcriteriaforpromotionprocesses(forexampletoSeniorLecturerandProfessor)
shouldbeperiodicallyreviewed(e.g.annually)to:
•Provideassessorswithdirectionabouthowmaternity,familyandcaringleaveistakenand
canbetakenintoaccountinpromotionprocessesand
•
Furnishapplicantswithdirectiononhowtoaccountforgapsduetoallformsofcaring
leave.
1.8 TrainingandAwareness-RaisingforLineManagersinthecontextofmaternity/family
leave:
•
LineManagersshouldreceivetrainingontheorganisationandplanningofmaternityand
caring/familyleaveinUCCandontheroleoflinemanagersinthatprocesstoensurea
standardisedexperienceofmaternityleaveacrosstheinstitution.Thisshouldinclude
trainingonbestpracticestandardsincommunicatingwithpregnantfemalestaffandwith
allstaffavailingofcaringleaveprovisions.
•
Ensurecommunicationtoallstaffonbestpracticeandetiquette6incommunicating
respectfullyaboutandmakingarrangementswithstaffgoingonmaternityleaveandall
caringleave.7
GUIDINGPRINCIPLE2
Linemanagersplayakeyroleinensuringmaternityandfamilyleaveisappliedconsistentlyat
institutionalandlocallevels.Thisappliestoplanningforandreturnfrommaternityandfamily
leave;issuesofstatusandopportunityforstafftakingleaveandtheirreplacement(s)and
promotion,progressionandretentionprocesses.
6
7
See:http://theglasshammer.com/2012/10/30/what-not-to-say-to-a-pregnant-co-worker/
See:TheUCFacultyFamilyFriendlyEdge-http://ucfamilyedge.berkeley.edu/toolkit.html
5
2.1 PlanningforMaternity/FamilyLeave:Aformalplan,agreedbetweenthelinemanagerand
staffmember,shouldincludeallnecessaryprovisionstoensuregapsinstaffingtocoverleave
(e.g.oncematernityleavehasbeenconfirmed)andshouldaddressexplicitlywhois
responsibleforactions,designatetimelines,expectedoutcomesandanyassistancerequired
tocompletehandoverfor,andonreturnfrom,maternity/familyleave.Thisshouldinclude:
• PriortoLeave:Confirmationofallarrangementstoprovidecoverduringtheperiodof
maternity/familyleaveincludinghowworkwillbehandedoverandtowhom.Thiswill
include,butisnotlimitedto,coverarrangementsforworkduties,includingteachingand
administration,andinformationregardinguseofdesignatedofficespaceandequipment;
• DuringLeave:Contactarrangementsshouldonlybeusedincaseswherethestaff
memberconcernedwishestoavailofthem.Contactarrangementsmayconcern
notificationofopportunitiesand/orsignificantchangesthatariseduringleaveperiods
(see2.2and2.3);
• Returnfromleave:Thisshouldincludeconfirmationofarrangementstomeetwithstaff
onreturnfromstatutoryleavetofacilitatetransitionbacktowork;toadvisestaffof
availablesupportsandupdatestaffonplanningarrangementsrelevanttotheirleave.
2.2 StatusandOpportunity:
• Ensurethatwomenwhoreturnfrommaternityleavearereturningtotheroles,
responsibilitiesandopportunitiestheyhadbeforegoingonleave;
• Ensurethatrecognitionforparticularresponsibilitiesinrelationtoteaching,researchand
administrationisnotremovedduringtheperiodofleave;
• Considermoreformalrecognitionforstaffwhotakeonpositionsofresponsibilityofstaff
whoareonmaternity/familyleave,throughforexampledesignationintheroleinan
‘acting’capacity;
• Ensurethatacademicstaffandcontractresearchstaffwhoareonmaternity/familyleave
arenotexcludedfrombeingnamedonresearchfundingproposalsthattheymight
reasonablyexpecttobenamedon,orinvolvedin,iftheywerenotonmaternity/family
leave;
2.3 PromotionandProgressionandRetention:
• Womentakingmaternityleave,andallstafftakingfamilyleave,shouldbeadvisedof
promotion/progressionroundsthatmayariseduringtheirperiodofmaternity/family
leaveandbefacilitatedtoapplyforpromotion/progressionwherecriteriaaremet.This
couldincludefacilitationtoapplyforpromotion/progressiononreturnincircumstances
whereclosingdatesfallduringmaternity/familyleave.
• Ensurethatstaffwhoareonfixed-termcontracts,includingcontractresearchstaff,are
advisedofrelevantemploymentopportunitiesthatmayariseduringtheirperiodof
maternity/familyleaveandarefacilitatedtoapplyforsameeitherwhileonleaveoron
theirreturn.
6
GUIDINGPRINCIPLE3
Documentedproceduresforaddressingdisadvantagesarisingfromperiodsofstatutory
leaveshouldbeincorporatedintoprocessesinvolvingassessmentsofresearchexcellence:
documentedproceduresshouldincludeguidelinesforbothassessorsandapplicants.
3.1ResearchCareersAssessments:Assessmentsofresearchcareerrecords(forexample,in
recruitment,promotion,progressionandretentionprocesses,researchawardsschemesand
researchqualityreviews)shouldincorporatedocumentedproceduresfortakingaccountof
non-traditionalcareerpaths,andshouldaddressanydisadvantagesarisingfromthese,
specificallytotakeaccountof:
a)Periodsofstatutoryleave
b)Part-timeworking
c)Workloadandtimeavailableforresearch
3.2TransparentGuidelines:Thereshouldbetransparentguidelines,availabletoassessorsand
applicants,tobefollowedincompetitiveandbenchmarkingprocesses.
•
•
Incompetitiveprocesses,thereshouldbeguidelinesonhowtocomparetherecordsof
candidateswhohavevarying(standardandnon-standard)careerpathsonthebasisofa,
borc,tofacilitateequalcomparisons.
Inbenchmarkingprocesses,thereshouldbeguidelinesonhowtoassesstherecordsof
candidateswithnon-standardcareerpathsonthebasisofa,bandcabove.
3.3Clearanddocumentedprocedures:Thereshouldbeclearanddocumentedprocedures,
availabletoassessorsandapplicants,tobefollowedinputtingtheseprinciplesinto
practice.Procedurescouldinclude,forexample,oneormoreofthefollowing:
•Periodsofstatutoryleaveareaccountedforbyassumingthatifthecandidatehadnot
beenonleave,researchperformancewouldhavebeenthesameasduringthe6-12months
(orasappropriate)priortotakingleave.
•Thesix-monthperiodafterreturningfromstatutoryleaveistreatedinthesamewayas
theperiodofleave,toallowforaperiodoftransition.
•Candidateswhohavebeenworkingpart-timeareassessedonapro-ratabasis.
•Performanceofallcandidatescouldbecomparedonthebasisofassessmentsofresearch
recordsrelativetotimeavailableforresearch(takingaccountofa,bandcabove).
3.4ConsistencyandTransparency:Theapproachtobetakenshouldbeconsistentand
transparent.Thepossibilityofconsideringdisadvantagesthatmayaccrueasaresultofother
personalindividualcircumstancesinprocessesinvolvingassessmentsofresearchexcellence
7
shouldbeconsidered.Forexample,procedurescouldbedevelopedtoallowfor
circumstancesrelatingtofamily,healthorotherfactors.(SeeResearchQualityReviewforan
example).
Whereadesignatedtime-periodforassessmentisspecified:
•Thistime-periodshouldbelimitedandshouldnotover-emphasiseunbrokencareer-long
achievementinresearch.
•Itshouldbeadjustedforindividualcandidatestotakeaccountof3.1above.(Asoutlinedin
GENOVATE’sGuidingPrinciplesonResearchExcellenceandGenderEquality)
•Evaluationcriteriaforpromotion,progression,retentionprocessesshouldbeperiodically
reviewed(e.g.annually)to(i)provideassessorswithdirectionabouthowmaternity,family
andcaringleaveistakenandcanbetakenintoaccountinpromotionprocessesand(ii)
furnishapplicantswithdirectiononhowtoaccountforgapsduetoallformsofcaringleave.
GUIDINGPRINCIPLE4
Humanrightsprotectionsshouldbeanintegralelementoftheorganisationand
managementoffamilyandmaternityleaveandmaternityandfamilyleaveshouldbe
subjecttoperiodicreviewandcoherewithstrategicgenderequalityobjectives.
4.1Inallprocessesand/orassessmentswhichinvolvematernityorfamilyleave:
•
•
Theprivacyofthestaffmemberisprotected;
Safedisclosureofpersonalcircumstances,asaresultofstatutoryleave,isensured.
4.2Policiesandprovisionsregardingmaternity,familyandcaringleaveshouldbereviewed
regularly,forexampleannuallytoensure:
•
•
•
theircompliancewithstrategicequalityobjectives;
ensuretheyarefitforpurposeandmeetgenderequalityobjectives;
meetobligationstopromoteequality,preventdiscriminationandprotect,fulfiland
respecthumanrightse.g.asperSection42IrishHumanRightsandEqualityCommission
Act2014;8
__________________________________________________________________
CONTACTProfessorG.Boylan,LeadTechnicalExpert,formoreinformation,orseeTheGENOVATEHUB.
CreatedbyN.Maxwell,L.Connolly,C.NíLaoireandS.M.FieldinconjunctionwiththebroaderGENOVATE
team.
8
Thereareanumberofotherlegislativeactswhicharerelevanttothisprinciple.TheseincludeTheUniversitiesAct1997,The
MaternityProtectionActs1998–2004,AdoptiveLeaveAct1996–2005,ParentalLeaveActs1998–2006,EqualStatusAct2000–
2008,EmploymentEqualityActs1998–2011,ChildrenandFamilyRelationshipsAct2015.
8