Sabbaticals Reinforcing Existing Power Imbalances and Inequalities in the Workplace
Sabbaticals are often viewed as a perk for high-ranking employees, offering them an opportunity to take a break from work and recharge. However, research shows that sabbaticals can also reinforce existing power imbalances and inequalities in the workplace.
This is particularly true when sabbaticals are only offered to certain employees, such as those who are already privileged or in positions of power. In a recent example, the BHA Chief of Staff was offered an eight-week sabbatical, while other employees were not. This raises questions about the fairness and equity of BHA sabbatical policies and their potential impact on workplace dynamics. The Chief of Staff who was granted this opportunity is responsible for organizational-wide policy creation. Does a BHA sabbatical policy exist?
It certainly appears that the opportunity for a sabbatical in this case is not being offered equitably. If the sabbatical is being offered only to the white male in a leadership role, who rescinded his resignation and is retaining his role, that would suggest that the sabbatical is being offered based on privilege and seniority rather than merit or equity. This could be seen as unfair because it gives one person an advantage over others on the BHA team who are equally or more deserving of the opportunity to take a sabbatical. It may also contribute to the perception of a culture of overwork and burnout among those who are not afforded the opportunity to take a sabbatical.
The inequity of the Chief of Staff’s sabbatical is highlighted by stories from BHA team members, a recent media story shared that a current BHA employee, who did not want to be identified due to fears of retaliation, said the department should nearly double its staffing given the long list of tasks and breadth of the overhaul it is supposed to achieve. “The fact that we even go to work is amazing,” the employee said. “People are tired. They work all the time. If you have certain things that need to get done and deadlines, you can’t not do them.” The employee added that all the turmoil at the agency and fluctuating leadership “hurts your soul.”
In this blog post, we'll explore some key takeaways from research on sabbaticals and their potential impacts on workplace equity. Here are 3 key takeaways from the research:
Sabbaticals are often reserved for those in positions of power and privilege. Research suggests that sabbaticals tend to be offered to high-ranking employees who are already well-compensated, which can contribute to a culture of overwork and burnout for those who are not afforded the opportunity to take a break from work. It was last reported that BHA senior leadership team earns $151,000 annually, with team members resigning and returning these salaries may have increased.
Sabbaticals can contribute to existing inequalities in the workplace. Studies have found that the benefits of sabbaticals are often unevenly distributed, with those in positions of privilege benefiting more than those who are not. This can perpetuate existing power imbalances and contribute to a culture of inequity.
The gendered nature of sabbaticals can reinforce existing gender roles. Research has shown that sabbaticals are often gendered in ways that reinforce existing gender roles and inequalities in the workplace. For example, women are more likely to take sabbaticals to care for children or elderly relatives, while men are more likely to take sabbaticals for personal interests or career development opportunities.
While sabbaticals can offer valuable opportunities for employees to take a break from work and recharge, it is important to consider the potential impacts of these opportunities on workplace equity and to work towards offering them in an equitable and fair manner, without discrimination based on race, gender, or other identifying characteristics. In light of the current environment at BHA, it is essential for the organization's leadership to engage in deep reflection regarding the decision for a senior team member to take a sabbatical. Considering the concerns expressed by employees and the impact of their actions, it is crucial to assess whether this sabbatical is truly in the best interest of the organization and its workforce.
A vital aspect of leadership is the ability to hold oneself accountable for the impact of one's decisions on the organization and its employees. BHA leadership should take this opportunity to reflect on the potential consequences of the sabbatical decision and consider restorative measures to address the concerns raised. This may involve engaging in honest and transparent conversations with employees, providing reassurance of their safety and support, and actively working towards rebuilding trust and a positive work environment. The decision regarding the senior team member's sabbatical at BHA requires careful reflection, considering the concerns expressed by employees and the potential impact on the organizational culture. This critical reflection and subsequent actions will be instrumental in shaping the future of BHA and ensuring the well-being and success of its employees.
Sign the Petition to Reinstate Dr. Medlock
On Monday, April 17, 2023, Colorado Behavioral Health Administration (BHA) Commissioner, Morgan Medlock, MD, MDiv, MPH, a Black community leader, was unjustly removed from her Colorado cabinet position without cause. Her removal risks the lives of millions of people in Colorado who deserve accessible, trauma-informed, and culturally-responsive behavioral health care. It also perpetuates the message that strong, qualified Women of Color are vulnerable to the whims of political systems and cabinet leadership.
Demand justice for Dr. Medlock by signing the petition for Governor Polis to bring her back as the Commissioner of the Colorado Behavioral Health Administration (BHA).