CAREER AND CHILD

What does your typical working day look like?

Ida Parlato:

I start early. Before it gets busy later on, I have already organised my day and set priorities. After a certain time, I usually don't take any more meeting requests, so I can organise the day's open tasks for the following day. At the end of my business day, shortly before I go ‘offline’, I check if any team members need support. That way, I can actually switch off my mobile phone at the end of the working day.

Eva Geisenhofer:

After getting up and having breakfast, I get my daughter ready for daycare and take her to the "Glühwürmchen" kindergarten before starting work at 8 a.m. I usually check my emails first, then I schedule and attend appointments. During the day, I am in constant contact with the team, other managers and interface areas, collaborating to advance and implement strategic issues and projects. If my husband can pick up our child, I can stay in the office longer and don't have to leave punctually. Otherwise, I finish early and spend the afternoon with my daughter.

A part-time manager - how does that work?

Ida Parlato:

First of all, we should clarify what "part-time" actually means. I have an employment contract for 80%, so part-time is less noticeable than if I only worked less hours. In any case, I believe good organisation and communication is everything. I communicate my working hours openly and stick to them myself. Nevertheless, thanks to trust-based working hours, I always have the certainty of being able to be flexible. If there are delays (which are a part of life), I inform people transparently and provide a realistic time frame. If necessary, I have to prioritise differently. That said, I have never experienced any restrictions due to part-time work. On the contrary, I experience and live my working life very efficiently. Not only my team, but especially the flexibility of my employer makes it very easy for me to balance work and family in emergency situations such as cases of sickness. The team is organised to manage itself without me, and that is something every manager should strive for. "Activating Leadership" is my motto, i.e. ensuring everyone is responsible for their own tasks, and I practice this with my team. My top tip: listen, listen, listen.

Eva Geisenhofer:

I have complete trust in my team - that is crucial. In addition, I regularly review my position: What are my core tasks, and what will I no longer do in the future? How do I enable my team to take over issues and make decisions independently? In addition, there is the great trust on the part of my manager and the full flexibility that Marc O'Polo offers as an employer, which supports parents in particular, regardless of whether they work part-time or full-time. It is always a give and take: In the same way that I can adjust my working hours in exceptional situations, for example a sick child or a closed kindergarten, thanks to the high level of flexibility, I can work outside of my official hours in urgent cases or handle important appointments in the afternoon. Without the comprehension of my employer and my husband and family, however, it would not run as smoothly. I am very grateful for their support.

How did you develop this work model?

Ida Parlato:

Again, communication was important. Both sides talked openly about expectations and we quickly concluded that there were basically no objections in principle - quite the opposite, in fact!

Eva Geisenhofer:

Before my pregnancy, I was already Group Manager for HR Services (Team HR Manager and Team Talent Acquisition). During my one-year parental leave, a colleague filled in for me on an interim basis. When I returned to work, I resumed my old role as a manager working 30 hours per week. After a year, I had the opportunity to take on a part-time Head of Talent Acquisition position - my parenthood has never been a problem.

Would you make the same decision again?

Ida Parlato:

I've noticed that I'm able to manage my topics and projects well, even with reduced working hours. The team feels comfortable and my manager and colleagues also have confidence in this model. So, to answer the question: Absolutely!

Eva Geisenhofer:

Definitely! Besides my small family, my professional development has always been very important to me. I am grateful that Marc O'Polo, my manager and my personal environment support me in being able to realize both.

How does Marc O'Polo support you?

Ida Parlato:

The idea that leadership requires full-time work, fixed hours and an office environment is outdated. In fact, mothers in particular have valuable skills that make them strong leaders. Marc O'Polo recognises this and offers maximum flexibility. Mobile office and flexible working hours simplify the organisation of many things. Ultimately, the result is what matters, not being present between "9 to 5".

Eva Geisenhofer:

On the one hand, there is a childcare allowance, plus flexible working hours and mobile office. And for older children there is even a children's holiday programme. Also, if my daughter is sick, for example, or the kindergarten closes unexpectedly, I can always flexibly adjust my working hours at short notice or work from home. Mobile office equals shorter commutes, which means I can often start the day a little more relaxed.