1. A Managers Guide to Parental Leave
Human Resources
The information outlined in this presentation is intended to be a brief overview only. For further details, you should consult the relevant Enterprise Agreements and talk with your Human Resources Adviser (07)

2. What are my Responsibilities?
Managers are responsible for
Recommending or approving leave
Determining operational requirements
Discussing arrangements
Keeping in touch
Managing return to work
In the next slides we will go over your responsibilities for recommending or approving applications for parental and associated leave, considerations for operational requirements of your area and discussing arrangements with the staff member in relation to the details of their application. As a Manager, it is also your responsibility to keep in touch with staff on extended leave to ensure that they are aware of any changes in the workplace which will impact on them.

3. Leave types Paid maternity leave (6 or 12 weeks)
Paid primary care giver leave (14 weeks)
Paid partner leave (10 days)
Other Leave (recreation, long service)
Unpaid Parental Leave (up to 52 weeks)
Government paid parental leave
Managers should be aware of the types of leave available to staff members at the University who wish to utilise parental leave. This includes:
Paid maternity leave - this is usually only available to the birth mother or the person taking on the role of primary care giver from the outset in the case of adoption.
Paid primary care giver – this may continue to be the birth mother or primary care giver in the case of adoption, or may be the partner. Staff may choose to access this paid leave in a number of ways and which is outlined in greater detail in the next slide.
Paid partner leave - if you are not the primary care giver of a child and you become a parent, you may be eligible for 10 days paid partner leave.
Unpaid parental leave – staff who do not meet the eligibility requirements for paid parental leave, may apply for up to 52 weeks of leave, accessing recreation leave if available and/or unpaid leave. This is conditional on your return to work to the University.
Access to other types of leave including flex, recreation and long service leave which may be taken during the 52 week period or in addition to the 52 week period.
Further information on eligibility for paid leave is on the next slide.
The Government paid parental leave scheme is separate from the University’s leave. Staff should enquire directly with the Family Assistance Office. 

4. Eligibility
Staff may be eligible for up to 52 weeks of leave, utilising both paid and unpaid leave.
Eligibility for parental leave is as follows:
As outlined in the table, a staff member is eligible for up to 52 weeks of parental leave. This 52 weeks will be made up of components of paid and unpaid parental leave, depending on the staff members prior continual service and eligibility.
A staff member who has 12 months or more prior, continuous service at Griffith is eligible for up to 26 weeks paid leave which comprises of 12 weeks paid parental leave and/or 14 weeks paid primary carers leave and an additional 26 weeks of unpaid parental leave.
A staff member who has 9 to 12 months prior continuous service at the University is eligible for 6 weeks paid parental leave and 46 weeks of unpaid leave.
Casual staff, and staff with less than 9 months prior continuous service are eligible for 52 weeks of unpaid parental leave.
Manager‘s should note that the 14 week paid primary care giver leave provision, which is available to staff with 12 months or more prior, continuous service may be utilised by the birth mother or their partner. In the case of the non-birth partner taking on the role of primary care giver, the staff member will need to provide a medical certificate confirming their partner’s pregnancy and the expected date of birth. In addition, a statutory declaration stating that they will be taking on the role of primary care giver, the circumstance under which this is occurring, as well as the duration of their partners paid leave, if any. A parent taking on the role of primary care giver in the case of adoption, will require a statutory declaration with the same statements.
Another entitlement available to Griffith staff is the provision of up to 10 days paid partner leave. Partner leave may be accessed by a staff member who has become a parent, whether through birth or adoption, and who is not the primary care giver. Staff who have at least 12 months prior service at the University may be eligible for paid partner leave. Further information on paid partner leave eligibility and conditions are available in the relevant enterprise agreement.

5. What are the Leave Plans?
Paid parental leave may be accessed in a number of ways:
Paid parental leave at 100% of normal salary (totaling up to 26 weeks)
Paid parental leave at 50% of normal salary (totaling up to 52 weeks)
*14 weeks paid at 100%, other leave as required, balance of parental leave used for part-time return to work plan
*21 weeks paid at 100% , 6 weeks other leave, balance of parental leave used for 80% part-time return to work plan
* Note – the final two options require the staff member to have prior discussion with their supervisor, and approval from the Head of Element.
When considering leave applications, manager’s should:
Consider capabilities, responsibilities, and impact on work area
Endeavour to find a balance between the needs of both the University and the staff member
Paid parental leave may be accessed in a number of ways:
Staff who are eligible for 6 weeks paid leave may opt to take it paid over 6 weeks at 100% of normal salary, or may opt to take 12 weeks, paid at 50% of your normal salary.
Similarly, staff who are eligible for 26 weeks paid leave may opt to take leave over 26 weeks paid at 100% of normal salary, or may opt for 52 weeks leave, paid at 50% of your normal salary.
A staff member may take 14 weeks leave paid at 100% of their normal salary, plus any other leave such as unpaid, recreation or long service leave, and the remainder of parental leave utilised on return to work to enable the staff member to return to work on a part-time basis but receive a full salary for a period of time.
Finally, a staff member may take 21 weeks leave paid at 100% of their normal salary may be taken, plus 6 weeks recreation or long service leave and returning to work on a 80% fraction for the next 25 weeks being paid at 100% of normal salary. This also enables the staff member to work part-time but still receive a full salary for a period of time.
Approval for these last two options should not be unreasonably withheld, however as they involve a part-time return to work plan, you will need to consider the impacts of a part-time arrangement on your work area before making a decision to approve these leave options. This may include considering the staff member’s ability to perform the requirements of the role part-time, whether a job share or redistribution of responsibilities is feasible, or impacts on other staff in the area. It is important to discuss these matters with the staff member at the earliest opportunity and if you have concerns about supporting a part-time return to work plan, you should seek advice from your HR Adviser.

6. Keeping in touch and Returning to work
Prior to leave, the manager and staff member should agree on a strategy to keep in touch.
The University expects that:
The manager will inform the staff member of changes which occur in the workplace which may impact on them.
The staff member will inform their manager of changes in circumstances while on leave as soon as possible. This might include changes in dates or return to work arrangements.
Formal Keep in Touch days
Returning to Work
At the end of the leave period, the staff member will return to their substantive role wherever possible. You should discuss your return to work with your manager and negotiate any training or induction which may be required to help you transition back to work.
KEEPING IN TOUCH:
Prior to the commencement of leave, it is important for the manager to confirm with their staff member, methods that will be used to keep in touch. Ways you might choose to keep in contact might include:
to home or Griffith address
Arranging regular visits to the office
Invited the staff member to key office meetings and/or social events
The University expects that Managers will keep staff informed of any changes in the workplace which may impact the staff member either in their absence or on their return to work (this might include a change in office location, reorganisation of the work unit, a change in reporting lines etc).
Likewise, it is expected that the staff member will keep you informed of changes in their circumstances which will alter the pre-approved or agreed leave and/or return to work arrangements.
Employees receiving Paid Parental Leave have the option, with the University’s agreement, to keep in touch with the University by means of formal Keep in Touch work days. This is an initiative of the Department of Human Services and allows provision for you to complete work activities for up to 10 days without affecting your paid parental leave entitlements. This might include attendance at a key conference or training activity, or at key meetings which will assist your transition back to work.
RETURNING TO WORK:
Staff members would generally be expected to return to their substantive position at the end of their leave period. If circumstances prevent this, the Manager will work with the Head of Element to ensure that the staff member is placed in a position of equal status and conditions, taking into account the staff member’s qualifications, skills and experience.
It is important to remember that some training or induction may be required when returning to work to assist a smooth transition.
Information on returning to work part time is provided in the next slide.

7. Reversible Part-time Arrangements
When considering applications for reversible part time arrangements, Manager’s should:
Consider
Nature of role
Impact on other employees
Operational requirements
Discuss alternatives and modifications to
Fraction (number of hours/days worked)
Pattern (days that the staff member will be at work)
Duration (how long is the arrangement for?)
Role (is there another role that it might be more appropriate for the staff member to fill whilst working in the part time arrangement?)
Flexibility & open communication are key to achieving an arrangement which will best fit with the requirements of both the work area and the staff member.
Regardless of the leave plan agreed, a staff member who is eligible may wish to return to work on a reversible part-time appointment.
Applications for reversible part-time appointments should be considered in light of the operational requirements. Applications would normally be granted, however where it is determined that a change to part-time status could not be supported in the work area, for example due to the nature of the role, impact on other employees in the area or other operational reasons, you will need to discuss these reasons with the staff member. You will also need to provide the staff member with a written explanation outlining the reasons.
If you have determined that the staff member’s requested arrangement cannot be supported, but you think that the area could support a modified arrangement, you should again discuss with the staff member the reasons and the details needing to be modified. This might be modifications to the fraction, which is usually no less than 50%; the pattern of work (or which days the staff member will return), and/or the length of time the part-time arrangement will be in place (which is usually no less than 12 months and may be up to 5 years).
If after discussion, you are unable to reach a suitable outcome for both the work area and the staff member, either a temporary or permanent reassignment to a similar position within the work area would be appropriate.
Return to work plans should be discussed and determined at least in principle prior to the staff member commencing leave.
The emphasis in all of these discussions is on good balance between the operational needs of the work unit and the staff member returning to work.

8. Questions
Human Resources can provide advice and answer any questions you may have in relation to parental leave and reversible part-time appointments.