After parents realised the benefits of being at home with their children and having more flexible schedules, employers have noticed parents placing greater emphasis on spending time with their children during the early stages of life.
Expectations are high. There are, however, a few challenges: paid parental leave is not mandated in every country, and not all leave schemes include every parent. In practice, many parents are left out by conventional maternity and paternity leave policies.
To deliver this kind of policy, your organisation should go beyond statutory minimums for family leave — especially in locations without any minimum requirements.
This guide explains how to establish and run a policy that makes leave affordable for your organisation while helping you attract and retain high performers.
You could simply provide statutory minimum leave when shaping your family leave programme, but that does not mean it’s the right choice.
To attract top talent, your parental leave policy needs to be competitive, inclusive, equitable, and compassionate.
People planning to start families seek leave that lets them do so without sacrificing career progression, opportunity or pay.
Employees actively assess benefits packages when choosing roles. According to Remote’s Global Benefits Report, 60% of employees say they chose one job over another because it offered a better benefits package, and 35% of global employees declined or left a role due to concerns over benefits.
of people aged 25–34 would decline an offer if parental leave benefits were inadequate.
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Strengthening parental leave or adding benefits can be costly, and leadership may worry about budgets. Yet Remote’s research indicates 78% of decision makers observed improved employee retention after enhancing benefits.
Considering that the cost of recruiting a new employee is estimated at three to four times the hire’s salary, an improved benefits package can save money over time (and draw top talent).
Another reason to adopt a generous global family policy is to address the wide gaps in parental leave worldwide. If you hire across jurisdictions, an equitable benefits package is essential.
When assembling a global team, ensure your parental policy is inclusive. Location or family circumstance should not affect the equity of the experience your policy provides.
Many countries mandate parental leave, but statutory family leave varies substantially from place to place.
Bulgaria provides 410 paid days of maternal leave, with mothers paid 90% of salary while on leave. Although generous for mothers, paternity leave is limited to 15 days after birth, with fathers able to share the mother’s leave once the child reaches six months.
Swedenoffers a more inclusive scheme: 240 days per parent, paid at around 80% of regular wages. Single parents receive the full 480 days a couple would get, and for multiple births an extra 180 days is added per additional child.
In the UK, eligible employees with a contract and proper notice can take 52 weeks of maternity leave, with 39 weeks covered by statutory maternity pay. Paid paternity leave is capped at 2 weeks. The UK also provides unpaid parental leave: parents are entitled to 18 weeks per child up to age 18, though restricted to taking a maximum of 4 weeks per child each year.
The U.S. requires some employers to provide 12 weeks of unpaid leave each year for various reasons, including childbirth. These protections apply only to eligible employees: those with at least one year’s service and 1,250 hours worked in the prior year. Several states and cities have introduced their own statutory paid parental leave laws, which makes family leave in the U.S. more complex.
Examples include Estonia, which provides 82 weeks for a child’s primary caregiver — birth, adoptive or foster — and Japan, which allows a year of leave for both parents.
Relying on one country’s legislation is not advisable when creating your parental leave approach. Instead, establish a globally equitable and inclusive policy so all prospective and current employees feel supported.
Understanding parental leave laws worldwide is challenging
Remote researched 11 countries to map where laws differ. See our Inclusive Parental Leave Policies Research for details.
You might think “my workplace already has maternity leave.” Unfortunately, most such policies are inadequate.
Maternity leave was first proposed by the International Labour Organisation (ILO) in 1919 to allow working mothers time to give birth and care for infants. Although revised since, it was originally designed specifically to protect birthing mothers.
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Over a century after the original standard, we now recognise many types of parents and caregivers; maternity leave alone does not cover them all. Fathers, adoptive parents, foster parents, stepparents and other carers also need time to bond with children.
Take the case of Gary Ackerman, a New York teacher who became a father in 1969. He repeatedly sought the leave available to his female colleagues but was refused.
At the time, leave was unpaid and intended only for female teachers; men were expected to continue working. The Ackermans challenged this, arguing a women-only policy constrained men’s access to children and forced women into caregiver roles. Their victory changed local education policy, but widespread paternity leave took decades to emerge.
21% of women and 16% of men who have taken parental leave say it held back their career progression.
Still, maternity and paternity leave alone are not enough. A truly inclusive family leave policy must be broader.
of employees believe their company should do more to make parental leave more inclusive.
"In a world where we strive to be more inclusive, being deliberate about including all genders means parental leave should cover every route to parenthood without referencing a specific gender. It should also allow any parent with a child under one year old to take parental leave, without making assumptions about who will provide care. Flexibility and choice are what matter most to employees."
Remote’s director of people enablement | Amanda Day
Offering maternity leave alone, or maternity and paternity leave separately, is not sufficient. Parental leave is preferable for several reasons.
Labels like “maternity” and “paternity” exclude parents outside the gender binary and those who do not identify with traditional mother/father roles. This matters because such parents may lack legal protections or government leave entitlements.
Foster parents and stepparents, for example, may feel excluded by maternity and paternity policies.
This can leave many parents feeling unsupported. An inclusive parental leave policy that recognises these situations can be crucial in attracting and retaining top performers seeking an inclusive benefits programme.
Terms like “maternity” and “paternity” also imply specific uses related to birth and early months. Parental leave should cover a wider range of circumstances, for example:
When a same-sex couple expects a child, parental leave avoids forcing one partner to claim maternity and the other paternity. Paid paternity leave has historically been rarer and shorter than maternity leave, which can disadvantage two-father, trans or non-binary families who otherwise must use alternative leave types to bond with a child.
Some maternity/paternity policies cover adoption, but not all. Parental leave should include time for adoption processes and settling an adoptive child into the home.
When an employee fosters a child, they need time to bond and settle the child into the family. Parental leave provides this without income loss.
Many parental leave policies omit stepparents, despite their important role. An equitable policy permits stepparents to take the time needed to form bonds with a child.
Shared parental leave lets two parents split a pool of leave, with one parent able to transfer part of their entitlement to the other, offering greater flexibility in how time off is used.
Between 10–20% of pregnancies end in miscarriage. The likelihood is that someone you know or work with has experienced one, yet pregnancy loss often remains a silent grief for many parents.
Most miscarriages occur in early pregnancy, before parents have shared the news beyond their immediate family.
A 2019 UK study reported that one in three parents who suffered pregnancy loss developed post-traumatic stress. In organisations committed to DEI, family leave policies should reflect these values, as inclusive provisions attract top global talent. Some developed post-traumatic stress, others anxiety or depression; while symptoms eased over time, many remained significant nine months after the loss.
Providing compassionate leave for miscarriage and other pregnancy-related trauma — such as failed fertility treatments or ectopic pregnancies — shows genuine care for employees who might otherwise feel expected to work through this trauma. It signals support for those worried about fertility or miscarriage risks.
This leave goes beyond standard bereavement and supports both physical and mental recovery. After a miscarriage, physical symptoms may persist and medical appointments may be needed. Emotional recovery can also prevent someone from being able to work; linking pregnancy loss leave to mental health support is therefore important.
are hesitant to take their full parental leave due to stigma.
Discussions about miscarriage are uncommon socially and in the workplace, so raising awareness of the policy and making employees comfortable taking leave can be challenging. Employers can take three practical steps to help:
Provide easy-to-find documentation about your policies so employees can discreetly check what support is available and how to access it.
While miscarriage directly affects the person who was pregnant, it also affects their partner.
Ensure managers know how to discuss pregnancy loss with sensitivity. Support them with training or clear guidance they can consult when these situations arise.
Reproductive rights vary globally: about 75 countries allow abortion on request, some permit it for health or life-saving reasons, and 24 countries prohibit it entirely.
With a global workforce, recognise these differences when forming a reproductive health policy. At Remote, we support employees in making healthcare choices that suit them. We provide documentation explaining our policy and how to request financial support if required.
Financial support is a key part of a reproductive health policy, because the policy can extend beyond time off. We provide $2,000 to employees or their partners living where safe, legal abortions are unavailable, to cover transport, accommodation or medical costs. Payments are prompt and confidential; we do not collect or retain data on them.
Deciding to end a pregnancy can affect mental health; link your reproductive health policy to mental health resources within your organisation.
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Caring for a family demands a significant time commitment and is particularly testing for parents of young children who work from home. Parents juggling paid work and childcare at the same time can feel pressured to choose between being a devoted parent or a dependable employee.
Providing flexible—or even part-time—working hours for parents helps your team perform during the periods when they are most productive. Some employers may hesitate when an employee reduces hours after having a child, since it appears to reduce output. However, flexible or part-time schedules can benefit both the organisation and staff, especially for asynchronous work. Flexible hours enable parents to preserve a healthy work–life balance, prioritise family responsibilities and continue delivering high-quality work.
Flexibility could be the single most sought-after and impactful policy a company offers. For parents, it is essential because it allows them to respond to family needs while meeting their work obligations.
Remote’s Senior Expert of Global Benefits Design and Strategy | Joana Viana
Instead of requiring exhausted parents to work synchronously while also caring for children, offering them autonomy over their schedules signals trust and is likely to be rewarded with steady productivity.
In some jurisdictions, legislation already requires permitting part-time work when both parents are employed. Offering flexible working options therefore not only strengthens the psychological contract between employees and the company, but also helps simplify compliance.
An inclusive parental leave policy should cover all types of parents: birth parents, adoptive parents, foster parents and stepparents. It should also embrace all gender identities, sexual orientations and family structures. If someone on your team is a parent, the leave policy should apply to them.
Using inclusive language in policy makes all team members feel supported and empowered to choose what’s best for their families. Use gender-neutral terms (“parent” instead of “mother” or “father”), avoid labelling caregivers primary/secondary, and write clearly so everyone understands the policy.
An inclusive policy should also help shift perceptions around gender roles. For example, encourage men to take parental leave, accept bereavement for pregnancy loss, and avoid implying women are the default primary caregivers.
An inclusive policy makes employees feel valued; an equitable one ensures everyone has equal access to the same benefits.
Equitable parental leave includes:
Identical benefits, resources and opportunities for all team members, regardless of gender or family structure
Equitable benefits irrespective of where employees live or the statutory leave their country mandates
Designing an equitable parental leave policy requires careful planning. Top talent looks for a benefits offering that supports them in taking time to build and raise their family. Ensure your organisation meets minimum statutory requirements across markets while delivering an equitable experience when employees use benefits.
No one wants to feel their family is denied benefits other employees receive. An inclusive and equitable parental leave policy is vital to making every team member feel valued and supported by your organisation.
An equitable family leave policy also resists reinforcing stereotypes, gendered roles or cultural omissions. Using inclusive language and enforcing equity helps every family choose what works best for them.
Welcoming a new child is a celebratory time. New parents want to take their entitled leave without fear of judgement. Building a culture that welcomes parents and encourages leave is essential.
For instance, one employer provides a $2,000 stipend for maternity clothing to help expectant employees. For others, knowing flexible work will be available after a child arrives is the most valuable benefit.
Remote’s benefits research shows flexibility is the most sought-after benefit overall, especially by parents. If you do not offer async, remote or location-independent arrangements, some top candidates may look elsewhere for greater flexibility.
We noted earlier that Japan offers a year of paid parental leave for both parents, yet only 13% of men in Japan actually use their leave. This trend is common: men often do not take available leave. One survey found Australian men avoid leave because of financial concerns for their families; the second reason was fear of appearing less committed at work.
A BBC report noted non-birthing parents worldwide commonly do not take allotted leave. Reasons include internalised gender norms about breadwinning and fears about workplace perceptions.
Don’t stop at policy creation. Build workflows and structures to help parents transition into and out of leave, so they can return without undue stress. It’s also vital that leaders model taking leave themselves; otherwise employees will notice the gap between policy and practice.
Remote’s senior expert of global benefits design and strategy | Joana Viana
Parents still report pressure to return to work. A 2021 study found 50% of mothers believed taking maternity leave harmed their careers; they reported microaggressions and negative assumptions about extended time off.
For these reasons, team leaders must openly support parental leave and encourage eligible team members to take their time off.
Workers often judge themselves more harshly than colleagues or managers do. They may fear time off signals a lack of commitment, yet parental leave exists to protect physical and mental wellbeing. If employees avoid leave, their work may 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 do not know how much parental leave their employers provide.
Being proactive and open when communicating about leave policies so everyone knows what benefits exist and how to claim them.
Reinforcing the importance of taking parental leave and communicating that family comes first.
Promoting a healthy life–work balance, which keeps teams engaged, motivated and productive.
Reiterating that taking parental leave will not harm future career progression opportunities.
Establishing a clear return-to-work plan with the employee and a structured career progression plan to provide assurance.
Embedding considerations into appraisal processes to ensure taking parental leave does not stunt career development at the company.
Parents need encouragement and support before, during and after their parental leave. Consider their experience across all three phases.
HR teams often concentrate support right before and after leave, but many parents value remaining connected and engaged throughout their leave period.
Giving parents the choice to join team social activities while on leave lets them decide their preferred level of engagement. Employers should still encourage parents to disconnect, but flexibility helps those who prefer to stay connected socially; adult conversation can be an underestimated benefit during leave.
The return-to-work transition can be difficult, so document and include support in the policy. Birthing parents often feel they impose a burden when catching up; consider assigning a return-to-work buddy similar to an onboarding buddy to help them ramp up.
Setting up and running a global parental leave policy is complex for remote companies with staff across many jurisdictions. Different countries have differing requirements, and compliance can become complicated quickly.
For example, while the United States may not mandate paid parental leave, parents can access protections under FMLA. During FMLA leave, employees receive protections beyond normal employment periods; even in at-will states, employees on FMLA are generally protected from dismissal.
We therefore advise global employers to adopt a company-wide policy of equity for all employees, regardless of location. After declaring this commitment, you can adapt how that equity is implemented locally. The aim is to deliver a consistent experience for employees in comparable situations, not to resolve every global leave disparity.
This is where an Employer of Record (EOR) can assist. An EOR (like Remote) is a partner that acts as the local employer to hire workers in other countries on your behalf. EORs are specialists in local employment law and manage benefits, payroll and tax compliance, relieving you of the need to master every country’s employment regulations.
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Although it may appear complex, an inclusive and equitable parental leave policy can be straightforward to implement and manage. You do not need to become a global HR expert or retain counsel in every market. With an EOR such as Remote you can access worldwide talent and provide the benefits they require.
If you need further assistance designing benefits, this guide offers a step-by-step primer on creating a global benefits programme for your team.
Remember
Parental leave is only one element of a benefits programme that must comply with statutory requirements in each market. Remote’s global benefits experts and local HR specialists can advise on market expectations to create a globally equitable, locally competitive package for your workforce. Our benefits team can even assemble a worldwide benefits package for your organisation.
Providing an inclusive and equitable parental leave policy is a strong step towards a comprehensive benefits offering that attracts and retains top global talent. It also levels the field for parents in countries without statutory parental leave. A generous parental leave policy signals that family comes first and that your workplace supports life–work balance. Communicate that, and talented parents worldwide will be keen to join your forward-thinking company.
But delivering equitable leave globally can feel daunting. That’s why partnering with global employment solutions like Remote is crucial.
We manage the complexities of your global HR operations while our platform keeps administration simple, letting your team focus on global strategy.
Employer of Record & PEO — 30 MIN
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