With industrial action by teachers and Special Needs Assistants (SNAs) expected to impact schools across Ireland, many working parents could face difficult childcare arrangements at short notice.
For employers, the challenge is balancing business continuity with the very real pressures employees may experience if schools close or operate on a reduced basis. While there is no automatic legal entitlement to paid leave in these circumstances, a supportive and pragmatic approach can make a significant difference.
When schools are affected by strike action, parents may suddenly find themselves without childcare during working hours. For some employees, especially those with younger children or children with additional needs, alternative arrangements may be difficult to secure.
While organisations cannot control external events such as industrial action, advance planning and clear communication can help them manage disruption effectively and support employees in identifying workable arrangements.
In Ireland, there is generally no statutory right to paid leave where employees are unable to attend work due to school closures resulting from industrial action.
However, employers should carefully review:
Depending on company policy, employees may be able to use:
A fair and consistent approach can give managers greater clarity, support confident decision-making and help employees understand the options available to them.
Childcare emergencies can place additional pressure on employees and make it harder to maintain their usual working patterns. For employers, this creates an opportunity to consider practical flexibility that supports both employee wellbeing and business continuity.
Examples of temporary measures could include:
Not every role can accommodate every arrangement, but open communication is often the most effective starting point.
When managing workforce disruption linked to school strike action, employers should consider the following:
1. Communicate Early
If industrial action is announced in advance, encourage employees to discuss potential childcare challenges as early as possible.
This gives managers more time to plan resourcing and identify practical solutions.
2. Apply Policies Consistently
A consistent approach helps managers make clear, confident decisions while giving employees greater certainty about how similar situations will be handled.
3. Empower Managers
Line managers are often the first point of contact when employees need support. Ensure they understand company policies and have clear guidance on what flexibility they can offer.
4. Focus on Outcomes
Where operationally possible, consider focusing on work outputs rather than traditional working hours during periods of temporary disruption.
5. Keep Employee Wellbeing in Mind
A supportive conversation, guided by company policy and operational requirements, can help managers and employees identify a practical way forward.
School closures, transport strikes and other unexpected events are reminders that workforce flexibility has become a critical part of modern workforce planning.
This disruption will test employers to see whether their policies, manager guidance and workforce planning are sufficiently clear and adaptable. Organisations that prepare in advance are better placed to protect business continuity while responding consistently to individual circumstance.
Organisations with clear flexibility policies and strong manager capability are often better positioned to respond quickly when disruption occurs.
Teacher and SNA strike action has the potential to create significant challenges for working families. While additional paid leave may not be required, practical and proportionate flexibility can help minimise absence, maintain engagement and strengthen employee trust. The most effective approach will balance employee needs with the operational requirements of the organisation.
Please note: This article provides general information for employers and is not intended as legal advice. Employers should consider the individual circumstances, relevant employment legislation and their own contracts, policies and collective agreements when responding to requests.
Stacey McGrath
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