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Sharon Baxter, executive director of
CHPCA, insists that a formalized policy
is a must.
“This formal policy ensures the accommodation
is applied consistently across the
organization,” she said. “Anecdotally, when
it’s ad hoc, we see people closest to the leadership
team getting time off. A written
policy ensures fairness for all employees.”
Alison Sargent, senior HR advisor at
Canada’s Research-Based Pharmaceutical
Companies, recommends spelling out the
qualification period, qualifying conditions
(both of which typically mirror government
legislation) as well as the process to
request the leave.
“And then there’s financial support –
—whether or not an employer provides
top-up above the employment insurance
provided by the federal compassionate
care leave legislation. Of course it is up
to the employer, but it can help alleviate
stress for an employee and improve the opportunity
for the employee to come back
to work,” says said Sargent.
“And then there’s financial support –
whether or not an employer provides
top-up above the employment insurance
provided by the federal compassionate
care leave legislation,” she said.
Ultimately, the compassionate part of a
compassionate care policy is the key element
– and that means being flexible.
“Flexibility is the number one consideration
– it’s why you offer a policy in
the first place,” said Sargent. That means
providing flexibility to extend the leave beyond
the government maximums, or even
flexibility to continue working if that’s
what the individual wants.
“Some people want to stay engaged with
work during these times, but they require
flexibility to take half a day to take someone
to an appointment or to recover after
providing overnight care to somebody,”
said Baxter. “A compassionate employer
provides flexibility to allow employee/
caregivers to do their work in other ways
and then to have some time away when
they need it.”
CONTINUING COMPASSIONATE
CARE
Undoubtedly, HR leaders believe in some
form of compassionate care policy. It may
take the form of minimum ESA standards
or it may be more robust as a top-up
measure, but most believe recognition on
behalf of the employee is needed.
Whether companies offer it in a formal
manner or not, compassionate care leave is
becoming part of the roster of benefits employees
are growing accustomed to.
“Since the inception of the
Compassionate Care Benefit at GSK
Canada, we’ve supported approximately
160 employees – equivalent to almost
nine per cent of our Canadian workforce
– through some of the most devastating
periods of their lives,” said Lapointe. “As
an employer, it’s incredibly rewarding to
know you helped someone through their
darkest days. Further, every time the benefit
is used, an employee ambassador for the
organization is born.” ■
34 ❚ FEBRUARY 2015 ❚ HR PROFESSIONAL