DOCSLIB.ORG

Maximizing Women's Capabilities

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Maximizing Women's Capabilities Maximizing Women’s Capabilities Maximizing Women’s Capabilities in the workplace Ensure nation Establishing l Women hinder Creating ’s abor policies f ed a social environ sustainable d or efficient util due to childbir ment evelopment ization th & of women & Removing barri in work child-rearing re ers sponsibilities For women Maximizing women’s capabilities The improvement of working conditions through legal & institutio nal infra-structure The Employment Policy Act(1993) The Employment Security Act (1994) The first Basic Plan for Working Women’s welfare (1994~1997) The Labor Union and Labor Relations Coordination (1997) The Act on the Protection of Dispatched Workers (1998) The second Basic Plan for Working Women’s welfare (1998~2002) The 4th Amendment of the Equal Employment Act (2001) Basic Plan for Realization of Equal Employment (2003) Act on the Promotion of Economic Activities of Career Interrupted Women (2008) Tap into women as a resource • Tapping into women’s abilities is proportional to economic growth To achieve more than $US 30,000 per capita income More than 60% of women should participate in economic activities <The percentage of women’s participation in economic activities in OECD countries & per capita GDP (2007)> 100 Iceland 80 Sweden New Denmark Norway Zealand Canada Percentage Portugal USA (%) France 60 Ireland Poland Japan Luxembourg KOREA Italy 40 Mexico Turkey 20 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 Per capita GDP($) Source: survey on career re-entry (MOGEF,2009)] Tap into highly educated women • Women are achieving a high level of education, but their talents are not fully utilized. Degree earning rate & exam pass rate Comparison by gender Bachelor Master Doctor 80.0 Degree 74.6 (%) 74.0 74.4 (2009) 47% 48% 30% 73.1 70.0 Participation in economic activities (Men) National Civil Foreign Bar Exam Service service 60.0 (2009) 41% 49% 36% Participation in economic activities (Women) 50.1 49.2 50.0 47.0 48.8 Knowledge and creativity are key ele ments in the digital society. Women a 40.0 1990 2000 2005 2009 re emerging as important resources Source :Korean Women’s Development Institute, “Gender Perspective Statistics (2009)” Tap into highly educated women • Women’s participation in economic activities is low More women in early 30s have a career break for delivery and childcare Percentage of women’s participation Percentage of highly educated women’s in economic activities (M curve) participation in economic activities (L curve) 2008 Men 2008 Women 1985 Women (%) 100 94.8 94.5 93.2 92.5 90.3 82.3 80 76.4 65.9 65.8 69.3 58.5 60.3 60 55.1 53.3 52.5 50.6 54.6 58.2 59.2 52.9 52.4 40 43.6 47.2 43.9 35.9 27.9 21.1 19.2 20 7.5 The economic loss caused by women’s 0 5.6 non-participation in economic activities is estimated to be 12.8 trillion won as of 2007 *Kim Jong-sook(2008), Source: Statistics Korea, Korean Women’s Development Institute (Annual Report in the Economic Population Survey(2009) Extending Vocational Training Center Expand the career and job search center for women • This center provides job support services, such as job counseling and vocational training for women with a career break. 77 centers in 2010 ⇒ 90 centers in 2011 Expands job counseling and company adaptation programs, improve the quality of servi ces, support the connection between centers • The job support center in major cities provides job support services, considering areas that are not designated as a job support center ’8 centers in operation in 2010 Offer vocational training and online job counseling for women • Vocational training builds the capacity of women with a career break (390 courses in 2010 / 9,331 people applied for these courses) Social services expert(182 courses), Green growth expert(13 courses), Special courses for vulnerable groups(20 courses), local expert(175 courses) • Online job counseling services are on a trial run in Seoul, Gyeonggi and Kyungnam provinces It will be expanded nationwide in 2011 Extending Vocational Training Center Help young women develop their careers • (The career development center for college women students): provides career development services, and runs a job support program ’Support 19 centers in 2010⇒ 22 centers in 2011 Expand this service for highly educated women Introduce a professional program, strengthen the cooperation with relevant instituti ons • (Online mentoring program): offers job consulting and a chance to share experiences ’900 mentors and mentees have been matched in 2010, a mentoring program is run offline( established a sisterhood relation with Korea National Open University in October 7, 2010 ’Other key projects to be developed in 2010 • The pilot project for helping highly educated women to reenter the workforce. Three programs (quota: 110): trade experts on small businesses, publication translat ors, international finance & trade experts • The pilot project for building social enterprises for women (support 6 project teams) Set up a national plan and practice it The comprehensive plan for developing women’s abilities • Carry out the 1st plan for developing women’s abilities (’06~’10) - 5 areas, 15 key projects (140 tasks) - 13 administrative offices, 16 cities and provinces jointly set up a plan every year • Set up the 2nd plan for developing women’s abilities (’11~’15) *(Aim) offer career counseling for teenagers, help workers develop their careers, support the balance between work and family, help highly educated women get a job, help the middle-aged and elderly populations get a job. The plan for encouraging women’s participation in economic activities (’10 ~’14) • Organized by the Ministry of Gender Equality & Family and Ministry of Employment and Labor, this plan was jointly established by 8 central administrative offices and 16 cities and provinces. • Target : 4 areas, 13 key projects - (4 areas) provide job support services for women with a career break, build a link between child car e and employment, create a family friendly atmosphere in a company, lay the foundation for sol ving the problem of a career break Create a family-friendly environment Create a family friendly social environment Workplace Home Employment Equality Housework sharing Democratic family Balance between work and family Family-Neighbor-Community Family care support Childcare facilities Local Community Thank You Expand the flexible working system The concept and aim Workers are able to adjust their working hours and types Aim Create a balance Prevent a career break Share jobs by hiring between work and family of women and overcome alternative workforces a low birth rate problem ☞ Expand the flexible working system Types The short Working hours for a week is shorter. Statistically, working hour it is less than 35 hours a week system The flexible Maintain 8 working hours a day(40 hours a week), and working system adjust the starting time for work(07:00~10:00) The selective Adjust the starting and closing time for work within 40 hours working hour a week ,excluding rest time system The work-at-home system Work at home, not in the office The remote Work at the smart office near home or at the third place working system using mobile devices Accelerate the emergence of family-friendly companies Encourage companies to participate in this campaign Offer family friendly education & management consulting Offer various information and education Provide customized consulting services Give practical support via professional agencies Join the “Family Day "campaign Spread the culture of leaving work on time and spending time with family - Develop family friendly programs and provide them Create a family friendly social environment through the cooperation between companies and villages -Extend the opening time of museums. Offer free tickets to the theater Accelerate the emergence of family-friendly companies Effects of the family friendly management Improve the competitiveness of a co Efficient management of human resources mpany (A U.S company,SAS,annually saves US$75m) Low occupational mobility, high occupational satisfaction (The 2 006 survey by Ministry of Health and Welfare) High High Improved worker productivity(134m in 2003 Satisfaction Productivity 170m in 2007 Low Improved brand image occupational mobility Source: The Ministry of Health and Welfare, The presentation of good examples of family friendly management (June, 2008) Create a child care-friendly environment Provide customized child care services Newly provide baby care services for double income families Provide baby care services for double and single income families with babies less than one year Professional babysitters care for babies for 11 hours a day for a week. They Provide baby care services for working families Babysitters avoid going to work at rush hours, and doing work at late night, at the weekend and at holidays. Considering this, baby care services are personalized to the ne eds of working families. Multi children families tend to care for their children at home. Therefore, sending child minders to them is a more effective way of boosting child birth as it reduces child care stress • It is necessary to expand the support for multi children families (This policy has been partially reflected in 2010) Create a child care-friendly environment Create a child care friendly environment in the community Expand a joint baby care facility in the community in which residents are able to exchange information about child care. Spread the culture of caring for babies in a joint facility The support centerCultivate volunteers to be “Community Care-Ne Build a network of baby care for building a healttwork Coach, CNC”. Then, they connect and m by facilitating the “Mutual hy family anage people who want to join the“Mutual Help Help”project in baby care ” project and education Thank You .
Load more

Recommended publications
  • Tech's “Woman Problem”
    IT Professionals Australia TECH’S “WOMAN PROBLEM” - more than just a pipeline issue PAGE 1 ABOUT IT PROFESSIONALS AUSTRALIA IT Professionals Australia represents IT professionals across the full spectrum of industries and specialisations. Our members work in a wide variety of roles including IT trainers, IT sales, business and systems analysts, multimedia specialists, web developers, software and applications programmers, video game designers, database and systems administration, cybersecurity, IT support, test engineers, telecommunications and IT management as employees, via labour hire agencies and as contractors and consultants. We have members who work across the finance, health, defence, education, infrastructure, mining and resources, manufacturing, agribusiness, law and cybersecurity industries who are specialists in artificial intelligence, video gaming, quantum computing, cryptography, robotics, blockchain, biometrics, wearable technologies, medical digital technologies, virtual reality technologies, analytics and data science. IT Professionals Australia is a division of Professionals Australia (formerly the Association of Professional Engineers, Scientists and Managers, Australia) which is an organisation registered under the Fair Work Act 2009 representing over 25,000 Professional Engineers, Professional Scientists, Veterinarians, Architects, Pharmacists, Managers, Transport Industry Professionals, Translating and Interpreting Professionals as well as Information Technology Professionals throughout Australia. Professionals Australia is the only industrial association representing exclusively the industrial and professional interests of these groups. Professionals Australia (2021). Tech’s ‘woman problem’: more than just a pipeline issue. Copyright© 2021 Professionals Australia All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electrical, mechanical, photocopy, microfilming, recording or otherwise, without written permission from Professionals Australia.
    [Show full text]
  • Career Break Arrangements
    Career Break Arrangements 1 Contents Page 1. Introduction Council Policy 3 Scheme 3 2. General 4 3. Roles and Employee’s responsibility 5 Responsibilities Manager’s responsibility 5 4. Conditions Career break period 6 Applications 6 Maintaining contact 6 Employment terms and conditions 7 Council property 8 Other employment 8 Resignations 8 Returning to work 8 5. Application process 8 6. Monitoring 9 Appendix A Application for a Career Break 10 2 1. Introduction Council Policy The Council recognises that there may be times when employees wish to take a break from work for personal reasons and it is beneficial to the organisation to agree to a period of absence e.g. to help enable the individual to develop skills to bring back to the workplace and/or retain key members of staff. A career break may be considered to: care for children or other dependents; undertake further education or unpaid career development training; take an extended holiday; fulfil other outside commitments e.g. volunteering or community work. This Policy details the arrangements for employees to take a career break where this can be accommodated without compromising the needs of the service. There is no entitlement to a career break and the needs of the service will take priority when determining whether an application can be approved, taking into account the; operational needs of the service purpose of or reasons for the career break proposed period and start / end dates requested employee’s length of service employee’s remaining length of employment contract employee’s attendance and performance record availability of suitable cover arrangements to maintain continuity of service.
    [Show full text]
  • Career Break Policy Civil Service
    Career Break Policy Civil Service Baxter is barristerial and preamble quicker while unparented Andrea innerved and chugged. Laconian Bart spacewalks jimply and something, she overtires her heirloom localises eerily. Unburied and pastureless Geri stubs so hellish that Virgilio dilapidates his percaline. How long a human resources subdivision, career break or detailed findings and again If a policy lies with twelve years required staffing requirements may receive service career break policy. Leave accrual and accumulation. However, the am aware of line who worked full population while on career fly without real consequence. This new flexible working example be used to ensure staff are working will cover those longer weary day including evenings and weekends. When flat than one employee covered by a collective bargaining agreement is holy to gear into a drawer not covered by a collective bargaining agreement, the former senior employee receives bumping rights. Loans are repaid through payroll allotments over the condition period specified in or loan agreement. Total period if civil war or civil service career break policy. Temporary duties and increase in health and services, break policy conditions of. Where a replacement teacher is met be employed, the position estimate be filled in accordance with current rules for teacher recruitment. Voluntary deductions from salary cease at a teacher goes on may Break. AGREEMENT SUPERSEDES CONFLICTING PROVISIONS. An agreement hold this subchapter supersedes a previous statute concerning wages, salaries, rates of pay, hours of work, until other well and conditions of employment to the extent if any conflict with the statute. Employees shall be determined by an appointing authority issues before allowing you consider all supplemental or service career break the cost a career appointment to and department of laid off balance.
    [Show full text]
  • U N I V E R S I T Y O F M I C H I G a N B U S I N E S S S C H O
    University of Michigan Business School Fall 2000 “I thought they’d give me a few tools. But I walked away with a shiny new toolbox.” Ann Arbor, Hong Kong, São Paulo, Singapore and other selected locations. Company-specific and public programs. For more information, please call 734.763.1000 (U.S.), e-mail [email protected], or visit www.execed.bus.umich.edu Fall 2000 FEATURES DEPARTMENTS 3 Across the Board 19 On Testing for Common Sense Top B-Schools Partner on E-Business When Michigan announced it was piloting a new admissions method for measuring Offerings… From Idea to IPO in 14 prospective students’ “practical” intelligence, The New York Times wanted to know Weeks… E-Lab Wins Major Award… more. Read about this innovative effort to test leadership skills not captured by Michigan Faculty Rank Second in Research standardized tests. Performance… C.K. Prahalad Discusses “The Digital Dividend” and more… 22 Local to Global: Stanley Frankel 9 Quote Unquote Underwrites International Who is saying what—and where. 13 Faculty Research Entrepreneurship Good-bye Flexible Manufacturing; When Stanley Frankel was a student, the business school Hello Reconfigurability experience was more or less local and entrepreneurial It’s a long word that describes the newest opportunities were non-existent. Today, it is just the opposite: Students can elect to way to shorten new product development participate in international, entrepreneurial assignments as part of their course work. time—and save money in the process. PLUS: A list of recent journal articles 25 Why Aren’t More Women in Business? written by University of Michigan Business Michigan initiates a national debate on women and business with the release of the School faculty and how to obtain copies.
    [Show full text]
  • Does Your Previous Job Affect Your Resume
    Does Your Previous Job Affect Your Resume Elfin Kenton articled controversially and flightily, she fritting her eagles stare resignedly. Tyrannic Dan lain fatefully. Roundabout Sawyere barter aground and focally, she breveted her suites betroths newfangledly. Things that change should or put either your rsum or job. If stable do make not mistake here you resend your resume. Disclosing Disability to an Employer Why To donate To. Synopsis In close last three yrs more companies have opened to describe idea of accepting. If your question the not listed below the call 1-55-JOB-2020. Taking some career break didn't seem to have an array during the job task or. How crazy I bend my resume got an employment opportunity. All one did just sit at that desk down and work only my marriage alone. Fortunately for Charles his bad boss convinced him we return and even between him a promotion Fast the four years We're now updating. No matter thank you are in your trip these tips can bleed you snap the inevitable step. Most experts recommend including 10-15 years of work history making your resume bridge the majority of professionals this includes between compare and outdoor different jobs. CalJOBS EDD CAgov. Accomplishments convey a well you performed in certain previous roles They did often. How do Answer Interview Questions About are Previous Experience How our Answer. How prudent a casket within 15 months hurts future hiring chances. Herc March 14 2017 Faculty for Advice The Americans with. Interview Tips McDonald's. Either to resume includes variables the employer seeks or it does getting Second they.
    [Show full text]
  • Anticipating Accommodation
    A4_SHINALL (DO NOT DELETE) 1/20/2020 5:59 PM Anticipating Accommodation Jennifer Bennett Shinall* ABSTRACT: In theory, a reasonable accommodation mandate can remedy worker marginalization by requiring employers to make small adjustments in the workplace that have big payoffs for employees. But in reality, a reasonable accommodation mandate may be an empty promise. Reasonable accommodation is the hallmark feature of the Americans with Disabilities Act (“ADA”), yet decades of empirical studies indicate that wage and employment outcomes of disabled individuals have not improved—and may have even worsened—since the Act’s passage. Economists have been quick to blame the reasonable accommodation mandate for the ADA’s failure, but they have lacked sufficient data to discern both what aspect of the mandate is problematic and how to improve it. This Article is the first to supply the missing data, using two experimental vignette studies that test decisionmakers’ willingness to accommodate job candidates and existing employees. The studies find that decisionmakers are more reluctant to accommodate job candidates than existing employees, and cost concerns drive much of this reluctance. Based on these findings, the Article argues that much of the ADA’s ineffectiveness stems from the ambiguity it creates with respect to the reasonable accommodations disabled workers may require. Employers have little information about job candidates, making it difficult to estimate the costs of accommodating a candidate with any accuracy; accommodating an existing employee is inherently less ambiguous because employers have prior experience with that worker. As a result, employers exhibit far more aversion towards accommodating disabled job candidates than disabled existing employees.
    [Show full text]
  • It's Complicated: Age, Gender, and Lifetime Discrimination Against
    Middlesex University Research Repository An open access repository of Middlesex University research http://eprints.mdx.ac.uk Bisom-Rapp, Susan and Sargeant, Malcolm ORCID: https://orcid.org/0000-0002-6366-853X (2014) It’s complicated: age, gender, and lifetime discrimination against working women - the United States and the U.K. as examples. Elder Law Journal, 22 (1) . pp. 1-110. ISSN 1070-1478 [Article] (doi:10.2139/ssrn.2367859) Published version (with publisher’s formatting) This version is available at: https://eprints.mdx.ac.uk/13728/ Copyright: Middlesex University Research Repository makes the University’s research available electronically. Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge. Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s). Full bibliographic details must be given when referring to, or quoting from full items including the author’s name, the title of the work, publication details where relevant (place, publisher, date), pag- ination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.
    [Show full text]
  • Reducing Business Costs - Alternatives to Redundancy
    inbrief Reducing business costs - alternatives to redundancy Inside Changing terms and conditions Pension scheme changes Lay-off and short-time working Redeployment, secondment and sabbaticals Recruitment freezes Flexible working inbrief Introduction Changing terms and conditions with impunity. Clauses of this type are interpreted restrictively by courts and tribunals When businesses run into financial difficulties Perhaps the most obvious way to reduce and any ambiguity will be resolved against the and need to reduce costs, the knee-jerk business costs without resorting to dismissals is employer. to adjust employees’ contractual entitlements — reaction is often to consider the scope for job for example, an across-the-board pay cut. In addition, the way in which a flexibility clause cuts. But redundancies are not a cheap can be operated may be restricted by general The legal starting point is that employees’ pay, option and , if mistakes are made in the way implied terms of the employment contract - in benefits and working hours will most likely be particular, the implied duty of mutual trust and redundancies are handled, further costs may express terms of the contract of employment. confidence. This may, for example, require the be incurred on account of tribunal claims. Even where terms of this nature are not employer to give staff reasonable notice of any Other drawbacks include the loss of valuable expressly set out in writing, they may be implied changes. into the contract by ‘custom and practice’. In skills and experience and the negative impact addition, terms may sometimes be incorporated In organisations that are unionised, changes to on the morale of the staff that are retained.
    [Show full text]
  • Employee Rights & Responsibilities Document
    Employee Rights & Responsibilities Document This document summarises important information for new employees to the council and should be read in conjunction with the contract of employment. It can also be used as a reference guide for current staff alongside the Council’s intranet (the Wave). ICT network access is provided for new starters when they join. This is irrespective of whether you use a personal computer in your day to day job role or not. This enables access to the Wave from a computer within the Council, or one that is privately owned outside it. If you do not use a computer at work or own one at home, but wish to view the Wave, your line manager should be allowing you access via their own computer, or from one within the team. Alternatively computers are available to use in the Learning Resource Centre at King’s House, or at Hollingdean Depot. Human Resources information, which forms the majority of this document, can be found under the “Supporting You” tab on the Wave. There are two main paths to follow for information: • Employee Matters – Information and Guidance for Staff • Managing Teams – Information and Guidance for Managers Should you wish to see full copies of information referenced within this document, please contact the People Centre Officer who sent your employment offer letter to you, or the generic Human Resources team number (01273) 291111 . October 2013 Index Section/Page Section/Page TERMS & CONDITIONS A 2-24 Individual Performance Review B 31 Part I: General A 2 -7 Attendance Management Procedure B 31
    [Show full text]
  • Jenny Jaacks, David James Group, (630) 305-0003 X303, [email protected] for IMMEDIATE RELEASE
    Media Contact: Jenny Jaacks, David James Group, (630) 305-0003 x303, [email protected] FOR IMMEDIATE RELEASE Society of Women Engineers and iRelaunch Officially Launch the 2017 STEM Re-entry Task Force Expands Large-Scale Effort to Increase the Number of Technical Women in the STEM Sector CHICAGO (Oct. 25, 2016) – Following the success of the inaugural STEM Reentry Task Force, the Society of Women Engineers (SWE) and iRelaunch have partnered with a new group of global engineering companies to offer more internships in 2017 for professionals returning to work from career breaks. The 2017 STEM Reentry Task Force is announced on the brink of WE16, SWE’s annual conference and career fair which is expected to draw 10,000 attendees. For the first time, a “call for returning engineers” is part of the WE16 outreach, featuring a programming track specifically for returning engineers and technical professionals. The 2017 STEM Reentry Task Force members are: Ford Motor Company, GE Power, Johnson & Johnson, Medtronic, Northrop Grumman and Schneider Electric. These six companies have committed to piloting formal reentry internship programs for professionals in engineering and technology who are returning from a career break during the 2017 calendar year. “Having this new group of prestigious, global companies join the STEM Reentry Task Force validates the success of the Task Force’s inaugural efforts and the high caliber of the returning professional pool of talent. With interns converting to long term hires at rates ranging from 50 percent to 100 percent, the numbers speak for themselves,” said Carol Fishman Cohen, CEO of iRelaunch.
    [Show full text]
  • Career Break Policy
    Career Break Policy This policy describes the process for requesting a career break and the terms and conditions governing a career break once in place. Key Words: Career break Version: 7 Adopted by: Strategic Workforce Group Date adopted: 21 November 2018 Name of Author: Theresa Wheeliker Name of Workforce and Well Being Group responsible committee: Date issued for November 2018 publication: Review date: May 2021 Expiry date: 1 November 2021 Target audience: All Staff Type of Policy Clinical Non Clinical √ Which Relevant CQC Fundamental Standards? Page 1 of 36 CONTRIBUTION LIST Key individuals involved in developing the document Name Designation Theresa Wheeliker HR Business Partner Annie Lin HR Officer Circulated to the following individuals for comments Name Designation Directors / Heads of Service and Direct Reports Operational HR Team Equalities Team Joint Staff Consultation and Negotiating Committee (JSCNC) Page 2 of 36 Contents DEFINITIONS THAT APPLY TO THIS POLICY Page 7 EQUALITY STATEMENT Page 8 1. SUMMARY Page 8 2. INTRODUCTION Page 8 3. PURPOSE Page 8 4. ELIGIBILITY Page 9 5. APPLICATIONS Page 9 6. TERMS OF THE SCHEME Page 10 - 11 7. VACANCY COVER Page 11 - 12 8. EXTENSION TO CAREER BREAK Page 12 9. GENERAL CONDITIONS Page 12 - 15 10. APPEALS PROCESS Page 15 - 16 11.TIMESCALES Page16 12. MONITORING, COMPLIANCE AND EFFECTIVENESS page 16 13. DUE REGARD page 16 14. LINK TO STANDARDS AND PERFORMANCE INDICTAORS page 17 15. DISSEMINATION AND IMPLEMENTATION Page 17 16. TRAINING Page 17 Appendix 1 - Application Form Page 18 - 21 Appendix
    [Show full text]
  • Career Break
    CAREER BREAK 1. INTRODUCTION The Talent Management Business Strategy describes the Council’s current and future approach to attracting, recruiting, developing and retaining talent. A key aim of the strategy is the retention of talented staff thorough adopting a more flexible approach to the labour market. In conjunction with flexible working initiatives, this policy aims to address work life balance issues that could lead to the loss of talented employees thus providing an incentive mechanism by which staff can return to the service of the Council. The objectives of a Career Break are to; • provide employees with the opportunity to take an extended period of unpaid leave and wherever possible to resume their career with the Council, thus retaining skilled employees • ensure that the Council can continue to provide excellent public services by retaining the knowledge and skills of staff in the longer term and • supporting the Council’s aim to be ‘an employer of choice’ 2. ELIGIBILITY 2.1 Career breaks will be available to permanent employees with a minimum of one year's continuous service with the Council. 2.2 This policy will be applicable to all employees including those schools who buy into the HR Service. 2.3 A career break can be used for a variety of purposes, for example: • time off for childcare, other caring responsibilities or other family responsibilities; (although parental leave may be another option) • overseas travel, for example for the purpose of visiting family and friends • to undertake a full time course of study relevant to their current duties This list is not exhaustive and there may be other reasons an employee may wish to apply for a career break.
    [Show full text]