After parents discovered the benefits of staying home with their children and having more flexible hours, employers noticed parents placing greater priority on spending time with their children during those early stages of life.
Expectations are rising. But there are challenges: not every country mandates paid parental leave, and statutory leave often excludes some parents. In many cases, traditional maternity and paternity rules leave parents completely outside their scope.
To build that kind of policy, your organisation needs to move beyond statutory minimums for family leave — particularly in jurisdictions where no minimum exists.
This guide will walk you through setting up and running a policy that makes these benefits affordable for your team, helping you attract and keep high performers as a result.
You could design your family leave policy to meet only the statutory minimums, but that doesn’t mean it’s the best option.
To win top talent, your parental leave policy must be competitive, inclusive, equitable and compassionate.
Employees planning to start a family want leave that lets them do so without losing career momentum, opportunities or pay.
Job seekers actively assess benefits packages when choosing roles. According to Remote’s Global Benefits Report, 60% of employees say they picked one job over another because it had a better benefits package, and 35% of global workers either declined or left roles due to benefits concerns.
of people aged 25–34 would turn down a job offer if the parental leave benefits were inadequate.
Benefits & Leave. — 11 MIN
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Bolstering a parental leave policy or adding benefits can be costly, and leaders may worry about budget. Remote’s research shows 78% of decision-makers saw improved employee retention after enhancing their benefits package.
Given that the cost of recruiting a new employee is estimated at three to four times the new hire’s salary, upgrading benefits can save money over time (and draw top talent).
Another reason to adopt a generous family policy for your global team is the vast disparity in parental leave around the world. Creating an equitable benefits package is vital when you hire across multiple jurisdictions.
When assembling a global team, it’s essential your parental policy is inclusive. Regardless of where team members live or their family situation, your policy should deliver an equitable experience for everyone.
Although many countries mandate parental leave, statutory family leave varies significantly between jurisdictions. Parental leave provisions differ widely across nations.
Bulgaria provides 410 days of paid maternal leave, with mothers paid 90% of their salary while on leave. Although maternal leave is generous, paternity leave is limited to just 15 days after childbirth; fathers can share the mother’s leave once the child reaches six months.
Swedenalso offers generous and more inclusive leave: each parent gets 240 days, paid at around 80% of their usual wages. Single parents receive the combined 480 days a couple would get. For multiple births, an extra 180 days is added per additional child.
In the UK, eligible staff (who must hold a contract and provide correct notice) can take up to 52 weeks of maternity leave, with 39 weeks potentially covered by maternity pay. Paid paternity leave is capped at a maximum of two weeks. The UK also provides unpaid parental leave: parents may take up to 18 weeks per child until the child turns 18, but are limited to four weeks per child each year unless the employer agrees otherwise.
The U.S.requires certain employers to provide 12 weeks of unpaid leave per year for various reasons, including childbirth. Those protections apply only to eligible employees — typically those employed at the company for at least a year and who worked 1,250 hours in the prior 12 months. Some states and cities have introduced their own statutory paid parental leave laws, which makes the U.S. landscape more complex.
For example, Estonia offers 82 weeks to the child’s primary carer, whether birth, adoptive or foster parent, and Japan offers up to a year of leave for each parent.
Still, it’s unwise to rely solely on any single country’s laws when crafting your corporate parental leave policy. Designing your own globally equitable and inclusive approach is a crucial step to ensure all current and prospective employees feel supported.
Understanding parental leave rules worldwide is challenging
Remote researched parental leave across 11 countries to highlight key differences. Check out our Inclusive Parental Leave Policies Research to see the full findings.
You might assume “but we already have a maternity policy.” Unfortunately, most maternity policies fail to cover the full range of parents’ needs.
Maternity leave was first suggested by the International Labour Organization (ILO) in 1919 to give working mothers time to have and care for their babies. Although revised since, it was originally intended to protect women giving birth.
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More than a century on from that original standard, we now recognise many types of parents and carers, and maternity leave alone does not cover them. Fathers, adoptive parents, foster parents, stepparents and other carers also need time to bond with a child.
Consider Gary Ackerman, a New York City teacher who became a father in 1969. Ackerman repeatedly tried to access leave that his female colleagues were given and was refused.
At the time, leave was unpaid and intended solely for female teachers; men were expected to continue working. The Ackermans took legal action, with Rita Ackerman arguing that a women-only leave policy forced women into caregiver roles and excluded men from parenting. Their case changed the NYC Board of Education’s policy, but widespread paternity leave took decades to become common.
21% of women and 16% of men who have taken parental leave say it held them back professionally.
Still, maternity and paternity leave alone are not enough. A truly inclusive family leave approach must be broader.
of employees think their employer should do more to make parental leave more inclusive.
"In a world where we continually aim to be more inclusive, being deliberate about including all genders means parental leave covers every path to parenthood without naming a specific gender. It also means any parent with a child under one can take parental leave, without assumptions about who will care for the child. Flexibility and choice matter most to employees."
Remote’s director of people enablement | Amanda Day
Just as maternity leave alone isn't sufficient, offering separate maternity and paternity policies may still exclude many parents. A parental leave policy is preferable for several reasons.
Terms like “maternity” and “paternity” can exclude parents outside the gender binary or those who don’t identify as a traditional mother or father. That’s crucial because those parents might not be covered by legal protections or government leave schemes.
Foster parents and stepparents, for instance, may feel maternity and paternity policies don’t apply to them.
That leaves many parents feeling isolated and unsupported at work. An inclusive policy that recognises these situations can be decisive in attracting and retaining high performers seeking a more inclusive offering.
“Maternity” and “paternity” also carry assumptions about when and why leave should be taken, usually around birth and the early months. Parental leave should cover many circumstances, such as:
When a same-sex couple expects a child, parental leave avoids forcing the couple to decide who takes “maternity” and who takes “paternity” leave. This is important for two-father, trans or non-binary families, who might otherwise need to rely on other leave types to welcome and bond with a child, since paid paternity leave has traditionally been rarer and more limited.
Some maternity/paternity policies include adoption, but not all. Parental leave can be used for adoption formalities and to help the child settle into the family home.
When an employee fosters a child, time is needed to bond and settle the child. Parental leave allows families to do that without losing income.
Many policies omit stepparents, who also play a key role in a child’s life. An equitable parental leave policy should let stepparents take the time they need to bond with a child.
Shared parental leave lets two parents split a pool of leave. One parent can cede part of their leave so the other can use it, giving families greater flexibility in how they allocate time off.
Between 10–20% of pregnancies end in miscarriage. It’s likely someone you know has experienced this, yet pregnancy loss often remains a private grief for many parents.
Most miscarriages happen in the early weeks and months of pregnancy, before parents typically share the news outside their immediate circle.
A 2019 UK study reported that one in three parents who had pregnancy loss developed post-traumatic stress. In organisations that have clear DEI commitments, these values should be reflected in family leave policies. Such provisions attract top international talent, since many professionals seek employers with these supports. Some people developed post-traumatic stress, while others experienced anxiety and depression; symptoms reduced over time but remained relatively high nine months after the loss.
Providing bereavement leave that covers miscarriage and other pregnancy-related trauma (such as unsuccessful fertility treatments or ectopic pregnancies) is a meaningful way to support employees who might otherwise feel expected to work through the trauma. It signals genuine care for team members facing fertility concerns or miscarriage risk.
This kind of leave extends beyond standard bereavement. It’s important for an employee’s physical and mental wellbeing. After a miscarriage someone may have ongoing physical symptoms or need medical care, and emotionally they may be unable to work. For these reasons, linking pregnancy loss leave with mental health support can be important.
are hesitant to use their full parental leave because of stigma.
Conversations about miscarriage are uncommon, particularly at work, so raising awareness of the policy and ensuring people feel comfortable taking leave can be difficult. Employers can take three specific actions to help:
Publish clear, easily accessible documentation about your policies so employees can discreetly check what support and steps are available.
Miscarriage primarily affects the person who was pregnant, but it also impacts their partner.
Managers should be trained to discuss pregnancy loss sensitively. Support them with training or reference documents so they can respond discreetly when such situations arise.
Reproductive rights differ globally: about 75 countries permit abortion on request, others allow it for health or life-saving reasons, and 24 countries ban abortion entirely.
When you employ a global team, it’s important to recognise these differences when designing a reproductive health policy. At Remote, we support employees making healthcare choices that are right for them. We’ve produced guidance so employees understand our policy and how to request funds if necessary.
Financial support is a key part of a reproductive health policy, because it covers more than time off. We offer $2,000 USD to employees or their partners living in areas without safe, legal abortion access, to cover travel, accommodation or medical expenses. Disbursement is quick and confidential, and we do not collect or retain data on it.
Decisions to end a pregnancy can affect a team member’s mental health. It’s important the reproductive health policy links to your organisation’s mental health supports.
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Caring for a family is time-consuming and can be especially tough for parents of young children who work from home. Parents juggling work and childcare can feel forced to choose between being a good parent and being a good employee.
Offering flexible or part-time hours helps parents work when they’re most productive. Employers may worry that a part-time arrangement means less output. However, flexibility and part-time options can benefit both you and your people, particularly for asynchronous work. Flexible hours help parents balance family responsibilities while still delivering quality work.
Flexibility may be the most valued and impactful policy a company offers. For parents, it allows responsiveness to family needs while managing work responsibilities.
Remote’s senior expert of global benefits design and strategy | Joana Viana
Rather than forcing exhausted parents to work synchronously while caring for children, giving them flexibility and control over their hours shows trust and will likely be repaid with steady productivity.
Some countries already require part-time work options when both parents are employed, so offering flexible arrangements not only strengthens the psychological contract with employees but can also simplify compliance.
An inclusive parental leave policy should cover all types of parents: birth parents, adoptive parents, foster parents and stepparents. It should also encompass all gender identities, sexual orientations and family structures. If a team member is a parent, your leave policy should apply to them.
Using inclusive language in a parental leave policy helps all team members feel supported, valued and empowered to do what’s best for their families. Use gender-neutral terms (“parent” instead of “mother” or “father”), avoid labelling carers as primary or secondary, and use clear, universal wording so everyone understands the rules.
An inclusive policy should also shift perceptions about gender roles. For instance, encourage men to take parental leave, accept bereavement time for pregnancy loss, and avoid describing women as the default primary carers.
While inclusivity ensures people feel valued, equity guarantees every team member has equal access to the same benefits.
Equitable parental leave includes:
The same benefits, resources and opportunities for all team members, regardless of gender or family structure
Equitable benefits regardless of where employees live or what statutory leave their country requires
Building an equitable parental leave policy takes careful planning. Top talent wants a benefits offering that helps them take the time needed to build and raise their family. So while your organisation should meet statutory minima in each location, it’s important everyone gets an equitable experience when using their benefits.
No one wants to feel their family is being denied benefits that colleagues receive. An inclusive and equitable parental leave policy is essential to make every team member feel supported by their employer.
An equitable family leave policy also takes a stand against reinforcing stereotypes, entrenched gender roles or cultural omissions. By using inclusive language and enforcing equity, you empower families to decide how they care for their loved ones in the way that suits them best.
Welcoming a new child is a time to celebrate. New parents want to take their entitled time without fearing judgment. Building a culture that welcomes parents and supports taking leave is vital.
For example, one employer provides a $2,000 stipend to pregnant employees to help buy maternity clothes. For many parents, knowing flexible hours are available after a child arrives is the most valuable benefit.
Remote’s benefits research found flexibility is the most sought-after benefit for most workers, and especially for parents. If you don’t offer flexible options like async work, remote work and location independence, some top candidates may look elsewhere.
We mentioned Japan’s year-long parental leave for both parents, but studies show only 13% of men in Japan actually use their leave. This pattern isn’t unique to Japan. Reports worldwide show non-birthing parents often don’t take the leave available to them. One survey found Australian men are reluctant to take leave because of financial concerns for their family. The second most-cited reason was fear of being seen as less committed at work.
A BBC report found non-birthing parents globally tend not to take available leave. Reasons include internalised gender norms about breadwinning and worries about how leave will impact perceptions of commitment.
Don’t stop at drafting policies. Set up workflows and structures to ease parents through leave and return, so they can step away and come back without undue stress. Managers should model the behaviour and take leave themselves; otherwise employees will spot the difference between policy and practice and act accordingly.
Remote’s senior expert of global benefits design and strategy | Joana Viana
All parents still face pressure to return to work. A 2021 study found 50% of mothers said taking maternity leave harmed their careers. They reported microaggressions and negative assumptions about taking extra time off.
For these reasons, team leaders must actively support parental leave and encourage their teams to use the benefits they’re entitled to.
Workers often judge themselves more harshly than colleagues or managers do. They may fear taking leave will make them seem less committed or as if they’re preparing to leave. Parental leave exists for good reason: it supports a team member’s physical and mental wellbeing. If people don’t take needed leave, their work can suffer.
To reduce reluctance, leaders should champion family leave policies and encourage employees to use parental leave without fear of judgement.
of workers in sales, media and marketing don’t know how much parental leave their employer offers.
Be proactive and open in communications about leave policies so everyone understands available benefits and how to access them.
Reinforce the importance of taking parental leave and make it clear family comes first.
Promote a healthy life-work balance, which is essential for keeping teams engaged, motivated and productive.
Reiterate that taking parental leave won’t harm future career progression opportunities.
Set a clear return-to-work plan with the employee and include a structured career progression plan for reassurance.
Include structures in performance reviews so taking parental leave does not hinder an employee’s growth at the company.
Parents want to feel encouraged and supported before, during and after parental leave. Consider their experience across each of these three phases.
Often HR focuses resources on the periods immediately before and after leave, but many parents appreciate staying connected and engaged throughout their leave if they choose to.
Explicitly offering parents the option to stay involved in team social activities during leave lets them decide what’s right for them. Employers should encourage disconnecting and enjoying time off, but flexibility helps some new parents who want occasional connection to colleagues. Sometimes the chance to chat with other adults during leave is an undervalued perk.
The transition back to work can be tough, so support at this stage should be formalised and documented. Birthing parents often worry about burdening colleagues who must bring them up to speed. Consider assigning a return-to-work buddy similar to an onboarding buddy to help the returning parent ramp up and adapt to any changes.
Setting up and running a global parental leave policy can be complex for remote companies with teams spread around the world. Different jurisdictions have different rules, and compliance can quickly become complicated.
For instance, while the United States may not mandate paid parental leave, employees can still have protections under FMLA. During FMLA leave, employees typically receive stronger protections than during normal work periods. Even in at-will states, FMLA leave usually provides protection from dismissal.
Because of this, we suggest global employers adopt a company-wide equity policy for all employees, wherever they’re based. Once you commit to equity, you can flexibly apply it across jurisdictions. The aim is to give a consistent experience to everyone in comparable situations, not to single-handedly solve every country’s leave issues.
This is where an Employer of Record (EOR) can help. An EOR (like Remote) acts as the local employer on your behalf, helping you employ people in other countries. EORs know the laws and regulations where they operate and manage benefits, payroll and tax compliance, removing the need for you to master employment law in every country where you hire remote workers.
Remote & Async Work — 15 MIN
It may seem complex, but an inclusive and equitable parental leave policy can be straightforward to set up and run. You don’t need to become a global HR expert or hire lawyers in every country to employ local staff. With an EOR like Remote, you can access international talent and provide the benefits they need.
If you need help designing your benefits package, this guide provides a step-by-step primer on creating a global benefits program for your team.
Remember
Parental leave is one element of a benefits program that must comply with local statutory requirements. Remote’s global benefits experts and local HR specialists can advise on each market’s expectations and help create a globally equitable, locally competitive package for your workforce. Our benefits team can even design a global package for your organisation.
Delivering an inclusive and equitable parental leave policy is a key step to building a benefits package that attracts and retains the best global talent. It also levels the playing field for parents who live where parental leave isn’t mandated. A generous parental leave policy signals that family comes first and that your workplace supports employees’ life-work balance. Send that message and talented parents worldwide will want to work for your forward-thinking business.
But providing equitable leave worldwide can feel daunting. That’s why partnering with global employment solutions like Remote matters.
We take care of the complexities of global HR operations, while our software keeps management simple so your team can focus on strategy.
Employer of Record & PEO — 30 MIN
For more information about building your global team
Guide to hiring international employees | Anastasia Pshegodskaya
