Prepare a sabbatical proposal
A practical starting point for eligible employees considering a planned extended break.
This page uses a fictional Northstar Services example to show how to prepare a proposal for discussion. It does not establish eligibility or approval. Start by clarifying your purpose and possible dates, then discuss work feasibility with your manager and ask People Operations which local policy and private process apply.
You do not need to share private personal details on a broadly visible team page to discuss dates and work planning.
Worked example: compare timing before deciding
Fictional Northstar Services planning discussion recorded 12 March 2026. The employee prefers September, subject to feasibility; neither option is approved or a policy precedent.
| Details | September start | November start |
|---|---|---|
| Illustrative break length | 10 weeks | 10 weeks |
| Coverage preparation | Less lead time to document recurring work and discuss handover | More lead time to identify dependencies and discuss possible coverage |
| Employee's stated purpose | Begins the planned personal project sooner | Delays the project by about two months |
| Re-entry discussion | Return-period priorities need early discussion | More time to discuss a hand-back and current priorities |
| Dated rationale | On 12 March 2026, the employee records September as the preference because it better fits the planned project | Keep November as an alternative if additional preparation time is more important |
Clarify purpose and timing
Prepare a short explanation and a realistic range of dates.
Before raising a proposal, write down what you hope the break will make possible and what duration you are considering. Keep the explanation focused on what you are comfortable sharing and the work-planning information needed for a discussion.
- Purpose: What outcome matters to you?
- Timing: What start and return dates are you considering? Could another start window work?
- Work context: Which projects, recurring responsibilities, or deadlines overlap with those dates?
- Open questions: Which local eligibility, pay, benefits, or other policy details need an answer from People Operations?
In the fictional example, the employee compares a 10-week September start with a November start; both remain proposals rather than confirmed dates.
Sketch a coverage plan for discussion
Describe the work and dependencies; a suggested handover role is not an agreement.
List work that needs continuity
Separate recurring responsibilities from one-off projects so the manager can assess the actual handoffs.
- Name each recurring deliverable and its usual cadence.
- Mark deadlines that fall within the proposed break.
- Note systems, decisions, or partner-team inputs the work depends on.
Identify possible handover roles
Bring role-based suggestions for discussion without assuming that anyone has accepted responsibility.
- Record the skills or access needed for each responsibility.
- Ask the manager who can assess capacity and continuity.
- List what would need documenting or transferring before the break.
Make unresolved gaps visible
A useful proposal identifies what still needs a decision instead of presenting a complete plan prematurely.
- Flag tasks with no obvious coverage candidate.
- Identify decisions that may need to move earlier or wait.
- Bring the information the manager needs to assess feasibility.
Understand the decision route
The applicable local process—not this example—determines eligibility and how a proposal is handled.
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1
Check the applicable local process
Ask People Operations which policy, eligibility rules, and private case-handling route apply to your location and circumstances.
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2
Discuss work feasibility with your manager
Bring your proposed purpose and dates, the comparison you prepared, and a coverage outline. Ask what operational information or alternatives would help the discussion.
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3
Use the approved private route
Follow the process People Operations confirms for your organization. Keep personal case details in that approved channel rather than on a broadly visible team page.
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4
Clarify the outcome and next steps
Use the confirmed process to understand any decision, conditions, owners, and follow-up. A planning conversation is not an approval.
Plan for a clear return
Treat re-entry as part of the work handover, not an assumption that everything will be unchanged.
Discuss what a useful return would look like alongside the coverage plan. The right timing and format depend on the eventual arrangement and your organization's process.
- What work or decisions should be handed back, and to whom?
- Which projects, priorities, or team changes should be summarized before the return?
- Who will help identify current priorities when you are back?
- Would a check-in after return help surface questions or workload concerns?
In the fictional Northstar example, November offers more preparation time for a documented hand-back. September remains the employee's preference, with coverage and re-entry feasibility still to discuss.