Maternity matters – even in lockdown

Any senior leader going on maternity leave can have anxieties about how to manage and allocate their workload. Hiring a mat cover Director in HR has its challenges even during BAU times, never mind during lockdown. Oakleaf Executive has a strong track record of advising individuals going on maternity leave, as well as organisations looking for cover. I chatted with Kate Delmi this week, who we have successfully placed 3 times into HRD mat cover roles, so she is a bit of a pro!

We talked about the importance of handovers, the requirements set in advance, and the empathy for the individual taking time out of their role. We also recognised the importance of bringing the leader back into the workplace and that handover back is vital.

Kate, you have completed a number of maternity cover interim assignments, what is it that you enjoy about this type of assignment as opposed to a project role?

 Project roles tend to require certain skills and focus on only one aspect of HR, whereas maternity cover assignments typically involve the full breadth of HR activities at both the operational and strategic level. I find them more engaging for that reason. In addition, I ensure that I maintain my professional development as an HR generalist.

In your opinion, what are the key factors you need to consider when embarking on a new mat cover assignment? (also bearing in mind our current climate).

Ensuring synergy in the considerations as to what good HR practice looks like between me and the current incumbent so that I can effectively operate in their absence. Identification of key milestones, in order to build a roadmap to ensure all aspects of HR strategy continue effectively during the maternity leave.

Ability to swiftly establish a good working relationship between myself and my line manager e.g. the CEO / COO (depending on the business structure) and identify their key drivers to ensure the HR function continues to meet/exceed their expectations.

Bearing in mind the current climate, the HR function is currently operating in unchartered territory that will have a long-lasting impact. I think it is important to identify with the current incumbent and the CEO/COO/Executive leadership team the different types of HR issues that will arise going forward and what type of response they want to deliver.

What would you say are the key differences between a maternity cover to other interim assignments?

Maternity cover placements usually last 12 to 14 months including handover and exit whereas other interim assignments are typically short term with minimal or no handover – more of a briefing as to what is involved and identification of the key stakeholders. There is additional work involved in maternity cover assignments to ensure that the incumbent is kept up to date. Additionally, I am always mindful of leaving a trail of evidence on decision making and actions taken that can be referred to later by others when I am no longer involved with the business.  

What do you think are the key things the post-holder worries about while they are off, and how do you help alleviate those concerns?

There are 4 key concerns.

Will I be able to do my job when I return?

Many new mothers who have taken 6 -12 months maternity leave feel some anxiety and self-doubt on returning to work. This is normal but unnecessary. Their capability to effectively and professionally fulfil their role remains the same and this will quickly become apparent when they return to work. I reassure them of this based on my own experience and observations of the professionals whose leave I have covered in the past.

The mat cover may mess up everything I have put into place!

I reassure the role holder that I am not there to make changes to what they have in place but to maintain what they have and ensure it is all working effectively upon their return. I use a property analogy that seems to resonate with the incumbent and their business i.e. I am not being hired to build an extension or undertake major renovations but as a caretaker role to prevent/clear blockages and repair leaks. They should be reassured that their cover has sufficient experience to be able to effectively manage any business issue that occurs during their absence to ensure their peace of mind before leave and upon returning.

The business won’t want me back they will want to hire my cover who they will consider better than me!

I reassure the cover that I don’t want their job. The purpose of my appointment is twofold – one to ensure the effective continuation of HR operations in their absence and two, to enable their smooth transition back to work. They should be hiring someone who has equal or greater skills and breadth of experience than them to ensure that the effective functioning of the HR department is not compromised during their absence. This is their responsibility to the business stakeholders as HoD.

I will remain fully involved in the business during my leave and having a baby will be project managed into my life.

Not really a concern more of a misconception! Unless a new mother has 24/7 support at home she will not appreciate the physical tiredness she will experience and how time consuming a new baby can be.

This is not something that you can tell a professional woman who has successfully managed her life and career up to this point. It has to be experienced. To mitigate this and the guilt that they may later feel due to not being able to do all that they imagined they would, I frequently repeat that anything they later decide they don’t want to be involved in or undertake during their leave can easily be picked up by me and/or the team. I also suggest that for the first 6 weeks post delivery that they do not commit to completing or involving themselves in any work activities.

Do you have any specific ways you support the new mums return to work? What’s some great things you have seen done in the past? (return to work coaching, using KIT days etc.)

Everybody has their own unique way of working so I tend to work in whichever way the incumbent feels will most suit them. Typically, I will update the incumbent on a monthly basis and touch base with them in relation to performance and remuneration reviews for their team members.

KIT days are useful, and I would suggest a minimum of 3 to 5 in the month prior to returning to work depending on the size of the business. Or alternatively, recognise that the first week back at work will be unproductive in terms of resuming actual work. Many returning mothers underestimate the time it takes to provide a comprehensive handover. The mat cover still has work to do as well as providing the handover much of which consists of talking through ER issues and working through the handover document.

Often individuals fail to appreciate that they will not be able to work the same long hours or have the time flexibility at each end of the day as they may have done previously. Their work pattern may need to change i.e. shorter office hours but logging in from home, in order to continue to manage work volumes. Businesses will benefit from an investment in 2-3 executive coaching sessions for their HR executives prior to their RTW and shortly after, to help them identify and implement changes to how they work to maximise their effectiveness.

For more information about hiring HR maternity covers please do contact me

Katrinastewart@oakleafexecutive.com/ 07908198803

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