How to ensure a strong first 90 days back in the saddle
Sue Arrowsmith Rodger, partner, Pagan Osborne
Lynsay Kelly, solicitor, J&A Boyd
Where possible, have a back-up plan in place for ill children or problems with childcare that could arise in the first two weeks of your return. It's helpful if you can agree with your partner or another close adult that he or she will step in to care for your child(ren) if things don't go according to plan so that you can focus on your return. You might want to look after your child if he or she is unwell but remember it's not selfish or unkind for you not to be the one staying at home.
Carolyn Burns, director, Maclay Murray & Spens LL
Lindsey Cartwright, partner, Morton Fraser
Fiona Scott, senior associate, CMS Cameron McKenna
People who engage in strengths-based coaching with a coach skilled in career transitions report feeling more confident, better able to manage upwards and clearer on the steps they can take to facilitate a smooth return to work than those who don't. Where once coaching was seen as remedial, it is now viewed by many as evidence of a company's belief in, and willingness to invest in, staff development (Skiffington and Zeus, 2003). Does your organisation offer comeback coaching or outplacement/redundancy coaching? If they offer the latter but not the former, you could make the case for investment in coaching of returning employees being more commercially savvy than coaching for staff who are leaving. If your company has a reverse mentoring scheme, you could opt into this as a way to a) help senior members of staff grow their understanding of the challenges associated with returning to work after an extended leave and b) share your fresh perspective on the business.