CIRCULAR - Covid 19 Medical Leave babat

CIRCULAR - Covid 19 Medical Leave babat - leave the employee has already earned (i.e., sick, vacation, discretionary day or regular or holiday compensatory time).  For those with sick and other leave hours, sick leave should be used if diagnosed with COVID-19, awaiting test results, if the employee is required to be quarantined, or if the employee is caring for an ill family member; otherwise, other leaves should be used. Use of leave must comply with current policies. Reduction of an employee's work effort is subject to supervisor/departmental approval with consideration given to the impact on unit operations. An FTE/Standard Hours reduction will reduce compensation and may impact benefits, tuition and fee waivers/reductions.

Leave without Pay is subject to approval by the supervisor and department with consideration given to the impact on unit operations.A Shared Leave application may be submitted by a qualifying employee for an eligible circumstance. GTAs (Graduate Teaching Assistants) are allowed 14 days of work assignment time that may be used. Work at Home is subject to supervisor/departmental approval & may be job duty or confidential data level based.As employers manage the impact of COVID-19 on employee well-being and leave policies, they are also re-evaluating benefit programmes to accommodate long-term changes to wor .As employers navigate COVID-19-related challenges, they are questioning how employees’ need for time off will be affected by legislation, health and safety issues and talent availability.

With the emotional well-being of employees of utmost concern, many employers are hitting the reset button on leave policies. Specifically, they are objectively reviewing this situation in the context of total rewards strategies in order to make necessary adjustments and investments.The cost of paid-leave benefits is often an employer’s largest expenditure, even exceeding healthcare. It stands to reason, therefore, that the starting point for employers’ analysis of time-off programmes is to develop an understanding of the total spend for employees who are on leave. Individual organizations’ policies may vary considerably based on factors such as the employer’s demographics, geography and industry.

Companies are urgently addressing leave policies in the wake of COVID-19, but they are also addressing leave and caregiving priorities and programmes, recognizing the change in workforce demographics requires greater recognition of multi-generational needs and means thinking about interim and long-term strategies.Flexibility is a critical tenet to employee and caregiver wellbeing. COVID-19 has magnified caregiver needs and solutions from the more atypical resources such as employee assistance plans, back-up child and elder care, and discounts and subsidies to broader initiatives, including onsite tutoring, concierge and virtual/digital self-service options as well as special care, child and parental leave and allowances. Providing alternative scheduling and work hours has become a focal point especially for those working remotely.

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