The usefulness of solidarity leave

How does solidarity leave work? Who does it concern? What are the interests for the employees? What are the interests for the company? We take stock of the situation.

What is solidarity leave?

The concept of solidarity leave was born in 1999 by the initiative of Hervé Dubois. The latter is the co-founder of the association Planète Urgence, the first association to propose the solidarity leave.
The concept of solidarity leave is based on the fact that the employee of a company takes time off, generally two to four weeks, to take part in a humanitarian project. Solidarity leave takes place abroad (it is an action of international solidarity) where the employee will be able to share and put his skills at the service of a project. It supports local players. The mission of the leave solidarity can also concern the protection of the environment.
But what changes in comparison with other solidarity actions of the same order is the source of funding. Indeed, within the framework of the solidarity leave, It is the employee's company that will finance the leave through the association of his choice. The total cost of financing the leave includes the operating costs of the association, all expenses related to the employee's stay (accommodation, food, etc.), as well as a donation to the structure of the country hosting the employee.
There are certain conditions required for the solidarity leave. First of all, the employee who leaves must imperatively take his time from his vacations or free time, but in no case from his working time. The financing must be provided by the employer in whole or in part. Except if the employee can and wants to finance his project himself.
The amount of solidarity leave may vary depending on the time spent by the employee and other parameters.

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The valorization of the solidarity leave within the company :

The solidarity leave is ultimately a win-win contract. Indeed, for the employee who leaves the company, the benefits are plural. They live a unique experience and are enriched by it. He puts his reservoir of skills at the service of the mission and the mere fact of participating in a solidarity project is in itself a reward. There is no doubt that upon his return, he will share his experience and enthusiasm and communicate to other employees the desire to feel useful. The desire to put one's abilities at the service of others. Many other employees will express the desire to simply go and help, whether it is to count spaces or to help others. in a reserve in Africa or to provide the BBA of accounting to people in Nepal. This will generate a very satisfying spirit of mutual aid. Thus, on the employee side, solidarity leave has only positive aspects.
But it is also the case for the company. Indeed, the company will be able to benefit from multiple enrichments, such as the consolidation of the link with employees around strong and meaningful values. The company is also enriched by strengthening the skills of employees who have left. A more competent employee necessarily brings more to his or her company..

Solidarity leave can thus be seen as a very good tool in the context of corporate social responsibility and can, in fact, provide a new performance windfall. A company committed to this type of solidarity project can only be inspiring and motivating for its employees. Indeed, by committing to an association, the company gives its employees the opportunity to to engage in a solidarity action, a mutual aid project. It is very stimulating and helps to strengthen the confidence that employees have in the company and its managers. This opportunity offered to them will be perceived as a strong sign of recognition.
In addition to strengthening a quality link between the company and employees, solidarity leave can also have a positive impact on the dynamics of your company. Indeed, humanitarian actions are always unifying and if some of your employees go on solidarity leave, it will bring your team together, intensify its cohesion and boost its exchanges. Solidarity leave thus becomes a common experience around which the teams meet and intensify the dialogue. This can only be beneficial for the company. The company and its managers have a fundamental role to play with regard to leave of absence. solidarity. We need to communicate around this, highlighting the positive aspects for employees and for the company. Creating a time for exchange around solidarity leave can even be a highlight for the company, whether it is a either before the employee's departure, or upon his return.

Finally, the departure on solidarity leave of some of your employees brings real added value to the company. Indeed, going to an unknown country to put one's skills at the service of a cause is a real experience. unique that falls under the challenge and allows you to learn about yourself. Employees necessarily acquire new skills and can even strengthen some of their qualities such as self-confidence, self-confidence, self-confidence, self-confidence, self-confidence, self-confidence, self-confidence, self-confidence. initiative, ability to adapt, etc. Going to a foreign country which, more often than not, has a very different culture and way of life, also makes it possible to open up to others, to difference, to new ways of doing and being. All these aspects are a plus for the individual, but also for the company, which can only grow with such enrichments.