Manager Perspective

If you are approached by an employee to discuss the possible ways that you may be able to assist him/her manage work and life while they or their partner undergo IVF treatment it is important to consider the following:

1. Continue to coach and provide feedback to the employee, maintain a productive relationship, monitor performance and manage OHS. The way in which these tasks are performed may differ depending on the circumstances of the situation.

2. A decision to discuss IVF and work may be difficult or uncomfortable for some so it is important to discuss the employees work needs during this time and be mindful not to focus on the IVF process. For example if catching up with the employee consider asking him/her how they are managing work and time commitments at the moment.

3. Maintain the employee's confidentiality and trust at all times.

4. Where required or asked offer support to the employee. If relevant, during initial discussions or when necessary, consider providing the employee with the details of your organisations Employee Assistance Program (EAP).

5. Understand that the process may take many months, may be expensive and will have varying impacts on the employee's health, wellbeing and work commitments for a period of time.

6. Openly discuss the employee's work needs and cooperatively discuss ways to manage work/life in a way that meets the needs of both the business and individual. If the employee's needs or work performance change, consider reviewing the discussion and if possible re-negotiate the solutions.

7. Understand that the process in the most part is out of the employees control and will require absences that may be either planned or unplanned.

8. Discuss ways to manage all leave and absences during the process. The IVF process will require the employee to be absent for some or part of their usual working day/week. The way that absences will be managed will depend on many variables including, the needs of the business/team, the individuals employment contract, your organisations employment /human resource policies & procedures, leave entitlements, award, enterprise agreement, acts etc.

9. If possible consider flexible options to managing accrued leave or entitlements- for example, flexible paid or unpaid leave options, and accessing single annual leave days. It is important to consider that changes to the way an employee works may impact on the terms and conditions of his/her employment contract, including salary, leave entitlements etc. Consider speaking with the employee about these possible impacts during the negotiation process. Consider confirming any negotiations or changes to the way that the employee works in writing in order to ensure that you and your employees expectations are clearly understood and met.

10. Maintain an open door policy- The process may take more than one attempt or continue over many months before successful so it is important to encourage the employee to come to you to discuss planned/ unplanned absences or if he/she is experiencing difficulties at work. Consider re-negotiating solution focussed outcomes that meet the needs of the business and employee.

11. Take care of your own health and wellbeing. Managers are only human and the circumstances involved in relation to managing an employee during personal times may also put pressure on him/her. While it is important to ensure that you maintain the confidentiality and trust of your employee, there may be times when as a manager you require the support of others. For example, where required and relevant, consider confidentially accessing the services of your organisations Employee Assistance Program (EAP).

Please note, this document is to be used as a guide only and is not a substitute for professional or legal advice.