Firstly, have any of your other people there gone through parenthood at all? You said you haven't, but what about the company policy on pregnancy/paternity, and particularly whoever wrote it?
Not from an 'only a parent can know' sort of perspective, just wondering if you anyone had a working understanding/experience of how this might affect his working life and what problems to expect?
haven't asked him to set a pat leave date (which is supposed to be decided on the 15th week of pregnancy, with 28 days notice to alter it).
Ours requires that you disclose it the moment you know you're expecting! It's a bit much, IMO, but there it is.
But anyway - So the job is this weekend and has been booked for 2/3 months, but you've had the best part of 6 months (or more) to know he might not be there? What if the baby is premature or late? For the record, I was born 3½ weeks after my due date...!
Basically, if you make him go and he misses the birth, he'll ******* hate you forever and it could have some very nasty results in the end.
But even if he doesn't miss the birth or the wife doesn't go into labour during the job - Until it
does happen, his mind will not be fully on the job anyway... and if the job is *
so important* that it needs months of advance notice and staff emergencies have that much of an impact, would you want someone in that frame of mind on this mega-important job in the first place?
I'd say you just have to let him go do his thing, really. It's not like you weren't fully aware.
If you've been exceptionally flexible and nice, over and above your normal company policy, regarding the scans and all that, then you could argue he owes you one for that...
But his absence from the job because of the birth and however that might impact the company isn't something you can really lay on him, any more than you would blame him if he died in a car crash on the way home tonight - It's up to the company to have contingency plans, especially since (unlike with a car crash fatality) you've had 6-9 months notice that it's going to happen!
It's morbid, I know, but we have some seriously high risk programmes where a staffing failure could result in heavy fatalities... as in, an incident would kill a guaranteed minimum of 2,000 people. But even though these are low probability risks, they cannot be mitigated sufficiently to permit a failure to field enough staff, and so we have to have a minimum of five contingency teams available 24/7. It's obviously expensive, but far cheaper than the cost of failure.