The following are highlights from a recent discussion about General Mills’ Innovation Sabbatical between yourSABBATICAL’s Elizabeth Pagano and Sandy Haddad, Manager of Flexibility & Inclusion at General Mills and the new overseer of the company’s sabbatical offerings. Haddad was on the HR committee that developed the program.

Q: Tell me a little more about the eligibility requirements for your Innovation Sabbatical.

A: We’re looking for people who have proven their strong performance and have deep experience at General Mills. It’s a reward. We have a steering committee that reviews all of the proposals that come in and makes the decision of who is approved to take an innovation sabbatical, based on how the applicants’ requests meet the criteria of the program.  The steering committee includes the most senior, influential leaders in the group, including the senior vice president who heads the Innovation Technology and Quality organization. Before rolling out the Innovation Sabbatical, we had those folks out in front of employees talking about the program, how it relates to our innovation strategy, and why we’re excited about it.

Q: Briefly, what is the process for applying?

A: We have an online form that can be filled out and turned in to anyone on the committee.

Q: How many have applied since the program’s inception in 2007?

A: Roughly 15.

Q: Is there a cap?

A: No. We are targeting about two per year.

Q: How many people have been on an Innovation Sabbatical so far, and what kinds of things did they do?

A: Five employees have taken Innovation Sabbaticals. They fall into two categories: one category is very science based around product development, coming up with new, proprietary opportunities and solutions around nutrition; the second category is more about organizational capabilities which are not specific to one product but will have implications across the company’s portfolio of brands and businesses. For example, one person really focused on using social media and networking to expand our innovation capabilities. He brought back a very robust understanding of the social media landscape, the potential, and how to leverage it internally and externally. While on sabbatical, he worked in another organization – not a competitor – that was also interested in learning more about social media…so he had a playground of sorts and also spent time benchmarking across a broad array of organizations. Another employee partnered with a higher education institution for his sabbatical. And another person worked with a small organization that General Mills is already partnering with to expand our contacts with leading-edge innovators; with this particular organization’s network we went from having a network of a handful to a network of more than 100 innovators around the world who we can tap into.

Q: What kinds of business outcomes have you observed from this program?

A: Culturally, it has really reinforced the commitment we have to people, innovation, and experimentation. We didn’t  want people to get stuck thinking “Well, what if my idea doesn’t work?” People needed to know that we want them to go way outside the box and that failure is a possibility but we won’t look at it as failure. From an individual stand point, the impact has been huge. Personal learning, confidence, and development have been evident. And these individuals were also able to build their external network more, which feeds right into innovation. Also, they’ve had unique opportunities to interact more frequently with the senior leadership of the organization..

Q: How is this program perceived within General Mills?

A: Very well. Those who’ve done it come back refreshed, energized, and are bringing back great innovation to General Mills. The biggest challenge was convincing people that we really mean it and to go for it. We said “Don’t let your own mental barriers stop you from going for it.”

Q: How is work coverage handled? Is there a specific process or does it depend on unit/team?

A: Many employees at General Mills have rotational assignments, and Innovation Sabbaticals are targeted to occur at the end of a rotation, when a different employee would be taking over the position either way.

Q: What are some of the expectations of an employee who is accepted for an Innovation Sabbatical?

A: Part of the application process – but it’s also up to the person’s manager – is to ensure that before leaving, the employee is clear on what the objectives are and how they’ll be evaluated. We do tie the sabbatical in to the employee’s performance rating and layout the expectation that when they come back, they’ll present what they learned  to people throughout the organization – not just in one presentation or paper. For example, the person who worked on social media while on sabbatical is still working on tying it back to the organization. He’s considered an internal consultant on social media.

Q: How do you think your sabbatical program(s) contributes to GMI’s “best company” status?

A: It’s rather unique to go out on a paid sabbatical. And since we’ve increased the duration from 6 to 12 months, it’s a generous and exciting program that complements all we’re doing around flexibility, while also promoting innovation… and that’s a company that I want to work for. We  truly trust and empower employees to experiment and dig deep into topics about which they are passionate. This benefits them from a development and satisfaction standpoint, and it has a tremendous benefit on our business.

Since August of last year, Petitt has visited Germany, Italy, Israel, Egypt, Turkey, Colombia, Jamaica, Costa Rica and Panama. She’s tried out golf, horseback riding, cruising and ziplining. And she’s keeping her career options open. Go to FULL ARTICLE.

In a 2007 report about public and private sector approaches to sabbaticals, researchers at the University of Illinois found that “many corporations consider the benefits of sabbaticals so self-evident that they forego the expense of documenting them.” A stronger endorsement is hard to imagine.

However, among private employers – especially law firms – the popularity of sabbaticals tends to wax and wane, depending on broader economic trends. When times are busy, a partner deciding to take time out from client work may not be a popular move, however much they would appreciate the break. And once the economic indicators turn sour and firms have the capacity to offer sabbaticals, asking for time off may seem little short of professional suicide, demonstrating to your firm that they can cope perfectly well without you.

But the sabbatical is not dead. As a result of the recession, law firms have developed more short-term sabbatical policies – with some offering voluntary breaks as a way to reduce salary costs. Other firms have even offered paid sabbaticals to talent straight out of university in return for a delayed start date. “They may not be able to give more money, but time is the new currency,” says Elizabeth Pagano, co-founder of yourSABBATICAL.com, a company that helps employers develop sabbaticals.

Go to the FULL ARTICLE.

So the idea of asking to leave your job for a month, let alone six or more, to take up a voluntary posting could seem ludicrous. But the sabbatical is not dead. Most schools still allow them – although this depends on the local authority – and being guaranteed a job after three or six months away from school can offer much-needed flexibility for stressed teachers. Go to the article.

…a sabbatical – and extended period of leave after which you return to work full-time – might be a good option. “Sabbaticals offer an opportunity to try out something you might want to do more of in retirement,” says Barbara Pagano, Co-Founder of yourSABBATICAL.com, a company that helps employers develop career breaks. “Maybe you want to teach English in China, or maybe you want to take time off to spend with aging family members.”

But even employers without sabbatical programs are often open to considering them, says Pagano. Your employer will be more receptive to the idea of a sabbatical “if it’s a planned, focused time away where you have goals for your life and career, and where you will bring something back to the workplace,” she says.

- Excerpts from the article, “Ease Into Retirement by Scaling Back Work”, by Rebecca Knight.

Cathy Duncan

Many people assume that only Fortune 500 companies can invest in sabbatical programs for their employees, but that’s just not the case. Take Standing Partnership, a St. Louis-based public relations agency with 24 employees and about $3.5 million in revenue in 2007.

The firm began its sabbatical program 12 years ago, and “it’s one of the best retention tools we have,” says president and CEO, Cathy Dunkin. Employees are eligible after their first seven years of employment, and they get two months’ paid to go and do what’s important to them.

“We encourage people to do something that personally energizes them,” Dunkin says. “One woman put together a book for her grandmother’s 100th birthday. People have traveled and done a lot of family things.” One person wrote a novel. Another spent time with her family.

Planning for each sabbatical is especially critical, because Standing Partnership is a small firm. “Since we’re an agency, planning is doubly important – because that person isn’t working and you can’t bill for them.”

Dunkin says the program works well because the company has a culture of personal responsibility. And when it comes to work coverage, team members pitch in with a collaborative spirit. “Every body does it for everyone else, because they’re looking forward to their own sabbaticals.”