The contact holding and re-entry programme "organising family time"

This phase begins with the employee's decision to take a family time-out or the official announcement of the family time-out (e.g. pregnancy, parental leave, caring for a family member). During this phase, both sides have a great need for information and uncertainty with regard to work planning during the absence and possible return to work. The aim should therefore be to establish a common set of expectations and planning certainty on both sides. The planning meeting between managers and employees should be arranged and held promptly, if possible 8-12 weeks before the planned absence.

The conversation guide for the planning meeting can be used as a support.

The following aspects can be discussed and information exchanged in the planning meeting:

1. Managers provide information about the existing contact points and measures in the area of reconciling work and family responsibilities at the University of Kassel, e.g:
   • (Counseling) offer of the Family Welcome Service
   • Advice on employment law provisions from the responsible Case Administration in the Department of Human Resources (Abteilung Personal und Organisation)
   • Counselling on social security issues at the Payroll Office (Hochschulbezügestelle)
2. Whether and from when the reason for the leave of absence may be made public (e.g. in the team, the Department, etc.)
3. In the case of pregnancy: leave of absence for medical examinations upon presentation of proof from the doctor's practice
4. Expected duration and scope of the family time-out
5. Possible working model during the family time-out and on return (e.g. part-time employment, possible working time models at the university)
6. Dealing with remaining leave
7. Discussion of a structured handover of work to the replacement(s)
8. Employment opportunities (taking into account the current legal basis, see bottom of page) during family time-out: Interest in short-term employment relationships such as vacation and sick leave replacements, e.g. arranged through the internal job placement market (www.uni-kassel.de/go/intern_Stellenvermittlung)
9. Participation in internal and external training courses, conferences, etc., cost coverage must be agreed individually. Insurance cover is provided for participation in training courses and company outings. For questions about childcare, please contact the Family Welcome Service
10. Offer of opportunities to keep in touch on the part of the university, optional: e.g. interest in a stay in touch meeting, participation in "The Pat:innen-Modell" (details in Phase II)
11. Re-entry

Good contact between the university and its employees during the family time-out is important in order to counter potential problems when returning to work at an early stage. Various measures to maintain contact during the period of absence can create incentives for an early return and prevent possible loss of qualifications and information. The frequency depends on the agreed individual needs and the length of the time off. As a rule of thumb, the shorter the time off, the more frequently essential information relating to the immediate working environment should be shared.

Depending on the agreement, it is desirable to inform employees about the following during family time-out:

• Invitations to personal meetings as well as to official events (such as internal department or team meetings, staff meetings). The organisation of the meetings as well as the form and frequency are determined jointly in the exchange
• Invitations to formal and informal events, such as general university celebrations, Department / Faculty celebrations, lectures and company outings etc.
• Information about innovations that affect the field of work, the workplace, the department or the university as a whole

In addition, employees can continue to use the University of Kassel's internal communication platforms during their absence (e.g. the UniAccount e-mail address via the OWA browser). In this way, employees can continue to inform themselves flexibly and independently about internal processes and offers in parallel to the shared information. For data protection reasons, only the business e-mail address may be used in a business context and to pass on business information.

"The Pat:innen-Modell" is possible in the event of a complete reduction in working hours during the family time-out.

"The Pat:innen-Modell" means that employees have a contact person from their immediate working environment, who is not their manager, available to them during their family time-out. The aim of this measure is to strengthen employee loyalty during the absence, improve future collaboration and thus promote well-being in the workplace.

The contact person act as a link between the workplace and the person on leave.

As this type of model represents an additional task for elected contact persons, it takes place during regular working hours. The manager is informed about the resulting tandem and the content of the formal exchange. In addition to the formal exchange of information, other questions, concerns and challenges can be addressed in "The Pat:innen Modell". Informal discussions are also possible. The informal level of exchange also helps to maintain a sense of belonging to the university, especially to colleagues, and to facilitate re-entry.

"The Pat:innen-Modell" can proceed as follows:

Before the planned time off, employees have the opportunity to choose and request a contact person from their own area of work. The selection can be based, for example, on shared personal interests, life experiences or professional skills (e.g. close colleagues, people who have already used family time-outs, their own replacement, etc.). It is also possible to discuss possible contact persons in the work environment with the manager during the planning meeting. The resulting tandem then agrees together how the exchange can be implemented during the absence, taking into account their own needs and capacities. It is advisable to define clear guidelines and recommendations. The frequency of the exchange and the definition of information channels should also be discussed. The conversation guide "The Pat:innen Modell" can serve as an orientation aid. Contact persons should know in advance what their role is and what kind of support they can and want to provide. Ideally, "The Pat:innen Modell" should be understood and implemented as flexible and informal in practice, despite agreed rules.

Ideally, one contact person should accompany employees throughout their absence. Contact persons can also be changed with mutual consent.

A stay in touch meeting between the manager and the absent person offers the opportunity to evaluate the content agreed in the planning meeting and adjust it if necessary. The timing of the meeting is based on the duration of the planned family time-out and is agreed individually.

The conversation guide "The stay in touch meeting" can be used as a support.

Topics of the stay in touch meeting can include:

• Changes to the duration or scope of the family time out
• Changes in the need for information or the information channels
• Changes regarding the wishes for and possibilities of part-time work
• Arrangement of further stay in touch meetings, if desired

The main aim in preparing for the return to work is to discuss the working time model envisaged in the planning meeting again, review it and prepare it for implementation. It should be borne in mind that the chosen working time model should take into account the interests of all those involved. The meeting should be held at least 3 months before the employee returns to work.

The conversation guide "The re-entry interview" can be used as a support.

The (possibly future) manager of the absent person is responsible for inviting them to a return-to-work interview.

Topics for the re-entry interview can include

• Possible changes and expectations that may have arisen since the planning meeting
• If necessary, renewed information about the existing information options and measures in the area of reconciling work and family responsibilities
• Development of a suitable working time model with regard to the scope of work and working hours (including flexitime and mobile working)
• Definition of the future area of responsibility and other important innovations such as the content of the last team meetings that were not communicated during the absence
• Need for professional training and qualification measures (the longer the absence lasts, the greater the need for qualification)
• Appointment of a person responsible for familiarisation
• Involvement in any vacation and project planning

The final phase begins with the actual return to work after the family time-out. The aim of this phase is to implement the actual return, as previously discussed, and then to reflect together on the period of absence, especially the return to work.

The following measures can be helpful for a smooth return:

• A structured first day at work with the presence of the manager and possibly another person for induction
• Allowing for a job-related handover and induction phase
• Participation in further and advanced training courses

A return-to-work interview to evaluate the re-entry should take place around 4 to 12 weeks after the re-entry.

Topics of conversation can be:

• Assessment of the implementation of the return and the familiarisation phase
• Clarification of further need for qualification
• Personnel development discussion
• Need for improvement with regard to the current working model
• Need for further advice and support
• Reflection on the contact holding and re-entry program (in particular discussion of the benefits for employees and managers)