It may sound like an idea for the dreamers, but taking a few months off with no plan for what comes after may be the best thing for your career. Vipin Goyal, cofounder of SideTour, tells Fast Company how he made it work.
Given the current economy and jobs climate in the U.S., this concept of a 3-month sabbatical may seem beyond idealistic for most companies. But any company that values creativity and innovation has to invest in the people who are critical to their success, and a sabbatical is a wonderful way to do it—and to market your business in the process.
Today, the Department of Labor reported that first time jobless claims not only rose faster than expected but they were 72% higher than this time last year and reached levels not seen since October, 1982. With this news as a backdrop, it’s fortuitous that Marci Alboher, one of my favorite career experts, interviewed me in her new Working the New Economy blog on Yahoo!
Professor Tom Davenport of Babson College recently wrote an interesting post on blogs.harvardbusiness.org entitled, “Is Forced Time Off Fair?” He challenges the “fairness” of flexible labor cost savings strategies such as reduced schedules/salaries, unpaid vacation days, job sharing, and furloughs. And he warns of unintended consequences like losing people who don’t want to participate. While he raises points worth considering, even most of the commenters responding to the post on the site agre
Since February, 2008 when I first encouraged companies to consider using flexibility—reduced schedules, furloughs, sabbaticals, additional unpaid vacation days, job sharing and contract-based work—as an alternative to layoffs, I’ve gotten the same response from managers, “That’s great, but what about the health benefits I still pay for if I use flexibility?” It’s the fly in the ointment of an otherwise straightforward business case in favor of using flexible alternatives to reduce labor costs whil