Yahoo CEO Marissa Mayer stirred up a debate when she announced her decision to take “limited time off ” for her second innings into motherhood. From those at the helm of affairs, many justified her action relating it to her workload, her corporate responsibility and the compensation package she rolls in as CEO. Some argue that it was her personal choice to limit her maternity leave while others playing it down, asked if it would merit much if CEO dads were asked to justify their paternity rights. While this debate triggers talks on gender equality at the CEO levels, the silent consciousness that gender equality is needed to plug the ‘leaking pipeline’ — a reference made for women at their mid-career point, who quit corporate life to juggle maternity or other filial needs, does stir up yet another debate. With Christine Lagarde, Director, IMF (International Monetary Fund), propounding gender equality more as an economic principle and not merely as a tool for female empowerment, the Indian Government too seems to have paged in on extending paid maternity leave up to eight months from the current three-month period; clearing the proposed amendments to the Maternity Benefits Act, 1961. CC takes a look at these gender benders in anticipation of new policy changes on maternity benefits and on flexi working makeovers by companies in India and their MNC counterparts.
Debate Yahoo CEO Marissa Mayer stirred up a debate when she announced her decision to take “limited time off ” for her second innings into motherhood. From those at the helm of affairs, many justified her action relating it to her workload, her corporate responsibility and the compensation package she rolls in as CEO. Some argue that it was her personal choice to limit her maternity leave while others playing it down, asked if it would merit much if CEO dads were asked to justify their paternity rights. While this debate triggers talks on gender equality at the CEO levels, the silent consciousness that gender equality is needed to plug the ‘leaking pipeline’ — a reference made for women at their mid-career point, who quit corporate life to juggle maternity or other filial needs, does stir up yet another debate. With Christine Lagarde, Director, IMF (International Monetary Fund), propounding gender equality more as an economic principle and not merely as a tool for female empowerment, the Indian Government too seems to have paged in on extending paid maternity leave up to eight months from the current three-month period; clearing the proposed amendments to the Maternity Benefits Act, 1961. CC takes a look at these gender benders in anticipation of new policy changes on maternity benefits and on flexi working makeovers by companies in India and their MNC counterparts. By Sangeeta Ghosh Dastidar The progress in extending maternity benefits has happened in the last two years than in the past 20 years. The thinking has homed in that in the long term, sustaining women in the workforce is beneficial,” said Anju Sethi, VP/Head - Recruitment and L&D at Tesco HSC.
Tesco HSC, the Indian arm of UK-based supermarket chain Tesco Plc. operates from three locations in Bengaluru. The Indian counterpart revised its maternity policy in 2014 by extending its maternity leave period to one year. “This means our women employees can choose to take leave for either three months or to a maximum period of one year as per her requirements,” she said. Thus, the company, while it falls in line with the new government directive of extended maternity leave, also offers an option to new mothers to choose when they would like to come back to work
As with any change, it is harder for companies and governments to promote gender equality. But as Christine Lagarde, Director, IMF said, “It’s change in process, and change is always painful. It’s much more comfortable to stay within your comfort zone, to do things the way they were done.”
In fact, an April 2015 study from researchers at the University of Cambridge Judge Business School, commissioned by Bank of New York Mellon states that “to help keep women working (and get them onto boards), you need strong policies like paid leave for mothers and fathers, breast-feeding work breaks, the right to return to work and flexible hours. The more women who can stay in the workforce, the more likely it is that a few of them reach the boardroom”
Priya Clement, Employee Relations Manager, Tesco HSC explained, “Often young mothers are pressurised to get back to work within the first three-six months post- birthing and our one year clause removes that pressure. While some organisations have a flat four months’ paid leave, we enable three months’ paid leave with the option to extend the maternity term to up to one year. This provides enough breathing space for new mothers to cherish the first developmental years of their child’s lives while others have the option to come back when they wish. We encourage our women employees to come and view our crèche, day-care and after-school services offered, understand the process and provisions for making their own comeback choices.”
Anju Sethi further adds that Tesco assures all returning mothers of getting their jobs back. “We reserve their jobs. They can get back to the category levels they held prior to the break. It might not be the same team or same profile designation, but, if someone takes maternity leave as a manager, she is ensured a managerial position within the organisation, maybe with another team and profile.” This step is seen as a platform for working women to get back into the workforce if they have a job in hand as against those who often stay idle without such job guarantees, adding additional five or six years to their maternity breaks and eventually quit the working world.
By introducing women-friendly policies, young expectant mothers would stick on to their roles in the organisation, which speaks to enhance the company’s image in the long run
All three locations have internal company shuttle services and parents are encouraged to play with their kids during special play sessions every day. “We see parents come and play with their toddlers, and watch and help them when they are learning to walk and so do not miss out on these important growing up stages. In fact, we see a lot of dads who come and enrol for these crèche and day-care services too. It is for all parents and not just for mothers employed with Tesco.” The company also has special parking bays for parents who use in-house crèche facilities to minimise long walks around parking spaces with their toddlers and babies.
The company has worked out a cost-sharing model with professional day-care vendors and parents pay subsidized charges for the facilities which are often steep at market price for quality day-care services. “We have worked out a contract with the providers to restrict up to 24 babies (six-18 months) at any given time frame with a 1:2 carer to baby ratio. Likewise, for older kids at the day care, the restriction is for up to 60 kids. This helps maintain quality, security and offers a healthy environment for these children to grow and develop,” said Priya. “Parents are also satisfied and work better, knowing that their kids are cared for as they would have done themselves. We also have feeding rooms for new mothers to wean their babies.”
On cost to the company for extending benefits to working women or comeback policy, Anju Sethi says, “The need is to emphasize the need for gender diversity and inclusiveness within work cultures and moving forward to re-accommodate experienced work force. Tesco places people at the heart of the organisation and I have seen senior leaders here rally around people-oriented policies.”
She explained that the process of revamping Tesco’s one-year maternity extension policy itself was beneficial by way of understanding the struggles faced in planning the policy makeover. It helped us to be more empathetic and the feedback received gave us a feeling of pride of being an organisation that cares for its employees.”
This is echoed by Mary Emmanuel, an employee in Property Services, “I am very thankful to Tesco HSC for providing on-site crèche facility. I was worried if I could continue my career post delivering a baby but my team and management supported me with all possible means. I can visit and feed my baby anytime during the day and I don’t feel I am away from my child.
However, in a contrasting view, Anju Jain, an HR professional and Founder of Chai Pe, a platform facilitating development of women professionals said, “There is a huge cost companies are undertaking for personal choices. I support extended maternity leave for another three months but without pay. Allowing three months’ paid leave and holding the woman’s job while she is on extended leave, by itself is a huge investment. It is not practical to run a business while paying the employee without delivering results. There is no guarantee that the woman will return to work post these benefits
Companies can initially enable the new mother to get back to work via easy and less stressful projects; gradually switching over to the more complex job. Second-time mothers in their 40s often rush to find opportunities and go on either international travel or aim for other challenging positions. I would advise them to wait another three months, minimise travel time to work. Companies could help new mothers to locate to branch offices either at close proximity to their homes or closer to the baby. Companies could encourage travel during non-peak hours and avoid assigning any form of night shifts to new mothers,”
She advises that after the first three months, it is advisable for women to take up work or locate their workplaces closer to where their babies are. She advocates a work schedule of six to eight hours with intermittent breaks to oversee the child in between work schedules. “In the first three months, mothers should ideally concentrate on their child’s developmental stages and in the next three months they can extend their work schedules to up to eight hours,” she said
She says that companies should facilitate a nursing environment for mothers to visit their child, feed and bond with their children. If not, separate nursing cubicles can also be provided for new mothers to spend time with their newborns and also simultaneously nurse them. Business travel should not be entertained in the first six months. Many a time, experienced second-time mothers in their early 40s (with at least one older child) sign up for international travel projects or challenging positions to make up for lost time at work and career. It is, however, not advisable to do this in the first six months of a child’s life,’’” said Dr Leena
She suggests that companies could help new mothers by relocating them to branch offices either at close proximity to their homes or closer to the baby. Companies could encourage travel during non-peak hours and avoid assigning any form of night shifts to new mothers.”
Office canteens could try and serve nutritive food options for new mothers. Companies can initially enable the new mother to get back to work via easy and less stressful projects; gradually switching over to a more complex job. “After the first three months, irrespective of the government’s new directive, a six months’ paid leave is acceptable as the baby can be weaned off mother’s milk and started on to solid food fourth month onwards,” she said.
Tesco’s one-year maternity extension policy itself was beneficial by way of understanding the struggles faced in planning the policy makeover. It helped us to be more empathetic and the feedback received gave us a feeling of pride of being an organisation that cares for its employees,”
July 2015 saw Flipkart as perhaps the only company in the e-commerce domain to have charted out maternity incentives of up to 24 weeks of paid leave and an additional fully-paid four months of flexi-working hours. They have an option for a year-long unpaid break, should the need arise.
By introducing women-friendly policies, young expectant mothers would stick on to their roles in the organisation, which speaks to enhance the company’s image in the long run. The company also has extended options for reimbursing transport costs, hospital tie-ups for maternity support, providing parenting counsels, insurance benefits and child care support for all employees.
There is a huge cost companies are undertaking for personal choices. I support extended maternity leave for another three months but without pay - Anju Jain
Accenture set the ball rolling when it introduced its revised paid maternity leave policy to 22 weeks in May 2015 from the current statutory 12-week period. New mothers can avail themselves of additional three months’ unpaid leave on request. SAP, since 2014, granted paid maternity leave of 20 weeks. Besides, Infosys, SAP and Accenture also enable an additional month’s paid leave in the event of any pregnancy- related illness or complications. New mothers at Mindtree Consulting can also avail themselves of stay-at-home option for six months pre- and post-birthing under special circumstances. Hindustan Unilever offers over 24 weeks of maternity leave benefit to all employees and recently extended the same to new recruits. HCL Technologies offers paid maternity leave up to six months, at times also allocate small amount of work on need basis to new mothers, but at reduced hourly pay scales
As per NASSCOM’s Strategic Review 2015 on the IT- BPM Sector, the industry currently employs more than 3.5 million in the private sector and plays a key role in promoting diversity within the industry with more than 34% share of women workers. With close to 35% of the Indian IT sector workforce being women, companies are undoubtedly focusing on maternity policies and other women-friendly working parameters
By Sangeeta Ghosh Dastidar
