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3 Employer Childcare Options 3.1 Introduction The Irish workforce is set to grow up to 2011 and female participation in the labour force is also set to increase in this period. Employers who have a childcare 'string to their bow' (over and above statutory requirements) have the edge over other employers in attracting applicants and retaining staff with childcare responsibilities. Employers who support their staff balancing their childcare with their work responsibilities are more likely to have a competitive edge attracting staff with specialist skills. These specialist skills can be key to maximising the use of resources. Employers who provide childcare support increase the chances of women returning to work after maternity leave. There is a wide range of options open to employers in relation to supporting employees balance their work and childcare responsibilities and these are elaborated on below. Some options, such as provision of information and flexible work arrangements, are relevant to all sizes of employers while other options such as the provision of childcare facilities are likely to be more relevant to larger employers. 3.2 Informational Contact details for all county childcare committees are available from www.omc.gov.ie and are also provided in Appendix 3. Employers may consider providing information such as: Information List of Childcare Providers Booklets on how to select a childminder/facility Tips sheets Breastfeeding Sources County Childcare Committee websites/offices IPPA - The Early Childhood Organisation: www.ippa.ie Childminding Ireland: www.childminding.ie Health Service Executive www.healthpromotion.ie/ breastfeeding Employers may consider running seminars or workshops with specialist speakers on topics relevant to their employees. These topics will vary depending on the age profile of the employees' children and range from having a baby to dealing with difficult teens. Expert advice and guidance may be made available to employees through '1800' numbers. All employers, regardless of size, can offer staff information on childcare which can be done by establishing links with County Childcare Committees. The 33 County and City Childcare Committees (CCCs) were set up in 2001 to encourage the development of childcare locally. As part of the National Childcare Investment Programme 2006 - 2010, the CCCs offer a wide variety of services and can provide information and advice, including: information on local childcare committees setting up your own childcare business training courses for those considering a career in childcare applying for grants under the NCIP 2006-2010 training and other supports for childminders in the home Private providers also offer consultancy services to employers to help their staff identify the best solution to their childcare requirements. 3.3 Resource and Referral Resource and Referral is a service that offers information, advice and referral to parent staff regarding their childcare needs. Some large companies employ a childcare co-ordinator and others buy the service from outside providers. This may include the provision of information on childminders in the area or a much broader range of information. The provision of information and referral is an attractive option for employers who are not in a position to provide more direct support. page 6
3.4 Flexible Working Flexible work arrangements are very relevant and useful measures that can be used to support staff with childcare responsibilities. These measures can be used to help: Phase a new mother back into work after maternity leave Cater for parents who have to drop off and collect children from school and look after them during school holidays Allow staff to fit in their work around childcare and school arrangements Help parent staff be more focused at their workplace There is a wide range of flexible working options. The following is a list of the most common ones: Part-time working Flexi-time Job sharing and job splitting Home working / Teleworking Term time or school hours working Compressed hours (e.g. 4.5 day week or 9-day fortnight) Career breaks or sabbaticals 3.5 Part-Time Working Part-time work is generally defined as less than the 5 days per week or less than the normal 38 hours per week. Various pieces of research shows that part-time work is more common for women than for men. The benefits to the employer include retaining valuable employees who would otherwise be lost, reduced absenteeism as a result of challenges of childcare and an ability to meet variations in work loads. On the other hand, there is a greater demand on supervisory or management time to control work and there is lack of continuity. The Protection of Employees (Part-Time Work) Act 2001 provides that the extent to which any condition of employment is provided to a part-time employee shall be related to the proportion of the normal hours of work of a comparable full-time employee. 3.6 Flexi-time Flexi-time systems operate on the basis that the employee works on average a standard number of hours per week, but may vary the time worked on any particular day or week as long as the standard number of hours are worked. Usually, there is a core number of hours worked, e.g. from 10 am to 4 pm and the individual may work a number of hours above or below the normal working hours. The advantage to the employer is that the employee is less likely to be absent due to family reasons and also there is likely to be less over-time. Employees can drop off and pick up their children and enable children to participate in extra activities. The disadvantage relates to communication difficulties outside core hours and the cost of administration. There may also be resentment from staff excluded from the scheme. 3.7 Job Sharing and Job Splitting Job sharing involves dividing one full-time position into two or more positions while retaining all the rights and privileges attached to the full-time position. Typically, jobs are divided into alternative weeks, two equal periods of two and one halfdays per week or mornings and afternoons. The main benefit to the employer is improved staff motivation. The employer is likely to incur increased supervision and administration costs. page 7
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Page 16 and 17: 4 Grants 4.1 Equal Opportunity Chil
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Page 22 and 23: 6.3.2 Measures Penguin measures to
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Page 26 and 27: 7 Case Studies (Medium) 7.1 Botanic
Page 28 and 29: 8 Case Studies (Small) 8.1 Calor Ga
Page 31 and 32: 9 Appendices APPENDIX 1 28 Childca
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Page 35 and 36: 10.8 Disputes Under the Acts Disput
Page 37 and 38: 11.6 Force Majeure Leave All employ
Page 39 and 40: Contact Details for County and City
Page 41 and 42: 12.1 Other Useful Contacts Contact
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Image Border - Irish Business and employers confederation

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