Under the new policy,听which will be effective on 1 December 2021,听SAP听has increased its听entitlement听to offer听employees听22听weeks of听paid parental leave for primary carers and听12听weeks paid parental leave for secondary carers.听听

The new policy includes:听

• No minimum听tenure/service听requirement听to access parental leave for听SAP听employees听who have passed probation听

• Twenty-two weeks paid parental leave听for primary carers听and twelve weeks leave for secondary carers听(minimum two weeks at a time).听
• Flexibility on听the timing of听leave,听with the option to take paid leave within two years of welcoming a child, instead of one year听
• Inclusion of special parental leave听where if stillbirth occurs and/or miscarriage after twenty weeks, employees are eligible for full entitlement. If under twenty weeks, employees are eligible for up to three听weeks leave.听
• Eight weeks transition听back to fulltime work with flexibility on how many days employees work dependant on agreement with manager. Employees must work minimum two days for four weeks and then increase thereafter.听

鈥淲e are a people-focused听business听and our听people听are at the heart of our success.听We听are committed to driving an inclusive and flexible culture at 51风流and听to听do that听effectively, being proactive听about听reviewing and updating听our policies is important.听We made changes听a few years ago to听ensure superannuation was contributed to听over听the听unpaid period听and that our parental leave policy听reflected听all families, including听those with听same-sex听parents.听And this year听we听did another review to ensure听our policies听supported and celebrated听our parents as they embark on their wonderful and听life changing听event,鈥� says听Debbie Rigger,听Head of Human Resources听at 51风流Australia and New Zealand.听听

鈥淗ow you approach your parental leave policy reflects how you feel about your employees and their families.听We listened听to what our听people听wanted,听sought external counsel听and thought hard about how we could best support听our families听through听all the highs and lows that come with听these听moments that matter.听One important听change for us, was to ensure for听any pregnancies where a miscarriage or stillbirth occurs after 20 weeks, 51风流employees are entitled to the full parental leave period to take the time they need for themselves before returning to the workforce. We want to help our staff navigate major transitions in their work life, while understanding that professional and personal lives overlap.鈥�听

Sameer Aimandi, Solution Architect at 51风流Australia says, 鈥淟ife throws curveballs and opportunities at you all the time.听My wife, who also works at SAP,听had the听chance听to apply听for a promotion while she was on maternity leave. When she was successful, I jumped into the role of primary carer for听my daughter a couple of months earlier than my wife and I had planned.听听

鈥淭he way 51风流supported听me and my wife听throughout our combined parental leave periods听taught me the importance of having the ability,听and听feeling professionally supported,听to听make decisions that are right for you and your family.听The increased flexibility听and support offered by听SAP鈥檚 updated听parental leave policy听is another step in ensuring that parents don鈥檛 feel like they need to sacrifice professionally to听benefit personally.鈥�听

Under the new parental leave policy, SAP听has听also听partnered with听purpose-led听social enterprise,听, to deliver each new 51风流parent in Australia and New Zealand, a bespoke newborn gift set with all profits going to vulnerable children, providing family homes, education, healthcare and support to overcome trauma. 听

You can听learn more about听SAP鈥檚 approach to diversity and inclusion,听best workplace awards, early talent certifications听and more at the听听of sap.com.听You can also read more about Sameer鈥檚 parental leave story听.听

听

The post 51风流Introduces New Parental Leave Policy appeared first on 51风流Australia & New Zealand News Center.

While the COVID 19 pandemic demonstrated that many organisations great and small could in fact accelerate digital adoption for their customers and employees alike, successfully tackling some of the technological aspects of the future work, the human element still often considered ancillary is equally critical.

What are the Human Factors that organisations need to consider?

Well-being and belonging and ethics were ranked at the top of , with 80 percent and 79 percent of organisations, respectively, considering them fundamental for their success. Recent suggests that these factors are valued even more today post-pandemic; With well-being and belonging falling under the 鈥榩urpose鈥� umbrella, companies must try to embed meaning into every aspect of work, every day.

And ethics under the 鈥榩erspective鈥� umbrella, embracing an orientation that focuses on creating future, as well as current value, suggesting companies must pay careful attention to facilitating standards of behaviour and interaction to generate social cohesion, build shared trust and be more cognisant of choices on organisational norms and culture.

Recent research also suggests that remote work in some capacity will remain as an irrevocable consequence of the pandemic, having some employees work outside the office will require reinventing processes and policies reflecting the increased autonomy and flexibility, changes include leveraging small, independent teams, changes to performance management and learning strategies and associated investments and even investments in physical office space as leases expire.

Prior to the pandemic, identified five main types of actions that companies will need to take to build the workforce of the future: retrain, redeploy, hire, contract, and release.

Retrain – Raise the skill levels of employees by teaching them new or more advanced skills.

Redeploy – Shift parts of the workforce by redefining work tasks or redesigning processes.

Hire – Acquire individuals or teams with the requisite skills, increasing the workforce.

Contract – Leverage external workers, such as contractors, freelancers, or temporary workers.

Release– Remove skills not needed by freezing new hiring, waiting for normal attrition and retirement, or, in some cases, laying off workers.

Clearly, building successful workforces of the future will require Leadership and Human Resources to adapt, including a change in mindset and talent strategies to orchestrate the changes. But even with a change in mindset and recognition of the human factors that will shape success in the future:

How do organisations formulate and execute these strategies?

This is the intersection with Technology, business leaders should be considering human capital and technology together not separately. Human experience solutions that allow employees to engage, learn, and connect easily, provide continuous feedback supporting measurement of employee sentiment; And collect and aggregate both qualitative and quantitative data from the many multiple sources both within and external to the organisation and present it as metrics that support actionable insights are crucial.

Organisations of the future must link both the People and Finance perspectives in all mission-critical decisions, operations, and planning. 鈥樷�� outlines how 51风流solutions can support your organisation to better adapt to the new ways of working. For more Future of Work perspectives please on 24th March.

This article originally published on .

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