After parents discovered the benefits of staying at home with their children and enjoying more flexible hours, employers noticed parents placing greater emphasis on spending time with their young children.
There are high expectations, but challenges remain: not every country mandates paid parental leave, and many leave schemes don’t cover all types of parents. In practice, a large number of parents are left out by conventional maternity and paternity provisions.
To build such a policy, your organisation should commit to exceeding the statutory minimums for family leave—particularly where no legal baseline exists.
This guide will assist you in setting up and running a policy that makes this benefit affordable for your team, helping you both attract and retain high performers.
You could simply adopt the statutory minimum when drafting your family leave policy, but that does not mean it is the right approach.
To win top talent, your parental leave provisions must be competitive, inclusive, equitable and compassionate.
Prospective parents want leave that lets them start a family without sacrificing career progress, opportunities or pay.
Employees actively assess benefits packages when choosing roles. According to Remote’s Global Benefits Report, 60% of employees say they have chosen one job over another because it offered better benefits, while 35% of global workers have declined or left a role due to concerns about benefits.
of people aged 25–34 would turn down a job offer if the parental leave was inadequate.
Benefits & Leave. — 11 MIN
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Bolstering parental leave or adding other benefits can incur costs and provoke budgetary concerns among leadership. Yet Remote’s research shows 78% of decision-makers saw better employee retention after enhancing benefits.
Bearing in mind that the cost of hiring a new employee is estimated at three to four times the new hire’s salary, an improved benefits package can deliver long-term savings and help attract top talent.
Another reason to offer a generous family policy for a global team is to reduce the large disparities in parental leave worldwide. Building equitable benefits is essential if you recruit across multiple jurisdictions.
When assembling a global team, it is vital that your parental policy is inclusive. Regardless of an employee’s location or family circumstances, the policy should deliver a fair experience to everyone.
Although many countries mandate parental leave, statutory family leave varies widely in scope and generosity between jurisdictions.
Bulgaria provides 410 paid days of maternal leave, with mothers receiving 90% of their salary while on leave. Although mother’s leave is generous, paternity leave is short—only 15 days after birth—though fathers can share the mother’s leave once the child reaches six months.
Sweden also provides substantial leave and is more inclusive: each parent is entitled to 240 days, at approximately 80% of their normal pay during leave. Single parents receive the full 480 days that a couple would be granted, and multiple births attract an extra 180 days per additional child.
In the UK, qualifying employees with a valid contract and correct notice can take up to 52 weeks of maternity leave, 39 weeks of which may be paid. Paid paternity leave is capped at two weeks. The UK also offers unpaid parental leave: parents are entitled to 18 weeks per child up to age 18, subject to a limit of four weeks per child per year unless the employer agrees otherwise.
The U.S. requires certain employers to provide up to 12 weeks of unpaid leave per year for various circumstances, including childbirth. Those protections apply only to eligible employees—those who have worked for the employer for at least a year and who clocked at least 1,250 hours in the previous 12 months. With some local authorities and states introducing their ownstatutory paid parental leave laws, the U.S. landscape for family leave can be more complex.
Examples include Estonia, which offers 82 weeks for a child’s primary carer—whether birth, adoptive or foster parents—and Japan, which provides a year of leave for both parents.
Don’t rely solely on national legislation when shaping your own parental leave policy. Crafting a globally equitable and inclusive policy is vital to ensure all current and prospective employees feel supported.
It can be difficult to interpret parental leave rules internationally
Remote researched 11 countries to compare how laws differ. See our Inclusive Parental Leave Policies Research to explore it in detail.
You may think your organisation already has a maternity policy, but in many cases such policies are not enough.
Maternity leave was first proposed by the International Labour Organisation (ILO) in 1919 to give working mothers time to have and care for babies. Although updated over time, its original purpose was to protect birth parents.
Remote & Async Work — 15 MIN
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A century has passed since the original family leave standard was created. We now understand there are many kinds of parents and carers, and maternity leave alone does not address them all. Fathers, adoptive parents, foster carers, stepparents and other caregivers also need time to bond with children.
Consider the case of Gary Ackerman, a New York City teacher who became a father in 1969. Ackerman repeatedly sought access to parental leave offered to his female colleagues but was refused.
At that time the leave—unpaid—was reserved for female staff. Men were expected to continue working. Ackerman and his wife Rita challenged the policy, arguing that a women-only leave regime forced women into carer roles and barred men from parenting responsibilities. They won their case, though it only changed local education policy. It took decades for paternity leave to become more widespread.
21% of women and 16% of men who have taken parental leave report it held them back professionally.
Nevertheless, maternity and paternity leave alone are insufficient. A truly inclusive family leave scheme must be wider in scope.
of employees believe their employer should do more to make parental leave more inclusive.
"In a world striving for greater inclusion, being deliberate about including all genders means parental leave should cover all paths to parenthood without naming a specific gender. It should also allow any parent with a child under the age of one to take parental leave, without assuming who will provide care. Flexibility and choice are what matter most to employees."
Remote’s director of people enablement | Amanda Day
Just as maternity leave alone is inadequate, offering separate maternity and paternity provisions is often still not enough. Parental leave is preferable for several reasons.
Terms like “maternity” and “paternity” can exclude parents outside the gender binary and those who do not identify with traditional parent labels. That matters because such parents may lack legal protections or access to government leave in some jurisdictions.
For instance, foster parents and stepparents may feel that maternity and paternity schemes do not apply to them.
This can leave many parents feeling unsupported at work. An inclusive parental policy that recognises these circumstances is important for attracting and retaining top performers seeking an inclusive programme.
The words “maternity” and “paternity” also imply a fixed purpose for the leave around birth and early months. Parental leave should be usable for a range of situations, including:
When a same-sex couple are expecting, parental leave prevents forcing the couple to decide who claims maternity or paternity leave. Paid paternity leave has historically been rarer and shorter than paid maternity leave, which can disadvantage two-father, trans or non-binary families who may otherwise have to use other leave types to care for their child.
While some maternity/paternity schemes include adoption, many do not. Parental leave should cover the time needed for adoption processes and settling an adoptive child into the home.
When an employee fosters a child, time is needed to bond and settle the child. Parental leave enables that without loss of income.
Many policies overlook stepparents, even though they play a key role in a child’s life. An equitable parental leave policy permits stepparents to take necessary bonding time.
Shared parental leave lets two parents draw from a single pool of leave, allowing one to transfer leave to the other for greater flexibility in how they allocate time.
Between 10–20% of pregnancies end in miscarriage. It is likely someone you know has experienced this, yet pregnancy loss often remains a private sorrow for many parents.
Most miscarriages happen in the earliest weeks and months, often before parents have informed others outside the family.
A 2019 UK study reported that one in three parents who suffered pregnancy loss developed post-traumatic stress. In organisations with clear DEI commitments, these values should be reflected in family leave provision. Such provisions are attractive to top global talent, many of whom seek roles offering these protections. Some parents developed post-traumatic stress, while others experienced anxiety and depression; although symptoms lessened over time, they remained notable nine months after the loss.
Providing compassionate leave for miscarriage and other pregnancy-related trauma—such as unsuccessful fertility treatments or ectopic pregnancies—recognises the real impact of pregnancy loss and avoids expecting people to work through their trauma. It signals genuine care for employees concerned about fertility or miscarriage risks.
This type of leave goes beyond bereavement and supports an employee’s physical and mental wellbeing. Physical symptoms can persist for days after a miscarriage and medical appointments may be required. Emotionally, someone may be unable to work, so it may be sensible to link pregnancy loss leave with mental health support.
are reluctant to take their full parental leave because of stigma.
Because miscarriage is not widely discussed socially, let alone at work, making staff aware of the policy and ensuring they feel able to take leave can be challenging. Employers can take three steps to ease this:
Provide easily reachable documentation on your policies so employees can discreetly consult them and understand how to access support.
Miscarriage is often seen as affecting the pregnant person, but it also affects their partner.
Managers should be equipped to speak about pregnancy loss with sensitivity. Support them with training or provide reference materials they can consult when such situations arise.
Reproductive rights vary globally; about 75 countries permit abortion on request, others allow it only to save the mother’s life or for health reasons, and in 24 countries abortion is prohibited entirely.
With a global workforce, recognise these differences when developing a reproductive health policy. At Remote, we support employees in making healthcare choices suitable for them. We publish guidance that explains our policy and how staff can access financial assistance where necessary.
Financial support is a key part of reproductive health policies because these measures go beyond time off. We offer $2,000 to employees or their partners who reside in places without safe, legal abortion access to cover travel, accommodation or medical fees. This payment is made quickly and confidentially, and we do not record or retain data about it.
Deciding to end a pregnancy can have significant mental health consequences. Ensure your reproductive health policy is linked with mental health resources provided by your organisation.
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Caring for a family demands time and can be especially tough for parents of young children who work from home. For those juggling parenting and work, it often feels like a choice between being a good parent or a good employee.
Allowing flexible or part-time hours for parents can help them work at times when they are most productive. Employers may worry about reduced output when someone goes part-time after having a child. However, flexible hours can benefit both employer and employee, particularly in asynchronous setups. Flexible schedules enable parents to balance family life while continuing to deliver strong work.
Flexibility may be the single most requested and impactful policy a business can offer. For parents it is essential, allowing them to respond to family needs while handling their work commitments.
Remote’s Senior Expert of Global Benefits Design and Strategy | Joana Viana
Rather than insisting parents work synchronously while caring for children, giving them control over their schedules shows trust and often results in sustained productivity.
Some countries already require employers to permit part-time work when both parents are employed, so offering flexible options not only strengthens employee relations but can 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 a team member is a parent, your leave policy should apply to them.
Using inclusive language in parental leave policies helps everyone feel supported and empowered to choose what’s best for their family. That means using gender-neutral terms (for example, “parent” instead of “mother” or “father”), avoiding labels of primary or secondary carer, and being clear so every team member understands the policy.
An inclusive policy should also work to shift perceptions of gender roles. For example, encourage men to take parental leave, recognise bereavement for pregnancy loss, and avoid designating women as the default primary caregivers.
While inclusivity ensures everyone feels valued, equity ensures equal access to the same benefits for all team members.
Equitable parental leave includes:
The same benefits, resources and opportunities for all team members, irrespective of gender or family setup
Equitable benefits regardless of where employees live or what statutory leave their country provides
Designing an equitable parental leave policy needs careful planning. Top talent seeks a benefits offering that lets them take the time needed to start and raise a family. While meeting minimum legal requirements in each market, aim to give everyone an equitable experience when using benefits.
No one should feel their family is being denied benefits that others receive. An inclusive and equitable parental leave policy is essential to making every team member feel supported and valued by their employer.
An equitable family leave policy also challenges stereotypes, entrenched gender roles and cultural assumptions that confine people to specific family duties. By using inclusive language and enforcing equity, you enable families to choose how they care for one another in the way that best suits them.
Welcoming a child is a moment to celebrate. New parents want to take the leave they are entitled to without fear of judgement. Building a culture that encourages leave and welcomes parents is crucial.
For instance, one employer offers a $2,000 stipend to pregnant staff to help with maternity clothing. For many parents, the availability of flexible hours after welcoming a child is the most valued benefit.
Remote’s benefits research shows flexibility is the most sought-after benefit for many workers, especially parents. Without flexible arrangements such as async work, remote work and location independence, some top candidates may look elsewhere.
We noted earlier that Japan offers a year of paid parental leave for both parents, yet studies indicate only 13% of men in Japan actually use that leave. This pattern is seen elsewhere: non-birthing parents often do not take their allotted leave. One survey found Australian men cited financial concerns as the main reason for not taking leave, with fears about being seen as less committed at work the second most common reason.
A BBC report found non-birthing parents worldwide are often reluctant to use their leave. Reasons include ingrained gender roles and worries about workplace perception.
Don’t stop at drafting policies. Put in place workflows and structures that ease parents out of and back into work so they can take leave and return without undue stress. Managers should model the behaviour and take leave themselves, otherwise employees will notice the gap between policy and practice.
Remote’s Senior Expert of Global Benefits Design and Strategy | Joana Viana
All parents still feel pressure to return to work quickly. A 2021 study found 50% of mothers reported maternity leave harmed their careers. Many faced microaggressions and negative comments when taking extra time off.
For these reasons, team leaders must visibly support parental leave and encourage team members to take the time they are entitled to.
Employees tend to be harder on themselves than their peers or managers are. They may fear taking time off makes them appear less committed or as if they have one foot out the door. Yet parental leave exists to protect the physical and mental health of staff. If they do not take necessary leave, it may adversely affect their performance.
To counter reluctance, leaders should actively champion family leave policies and encourage employees to use parental leave benefits without fear of judgement.
of workers in sales, media and marketing are unaware how much parental leave their employer provides.
Being proactive and open in communication about leave policies so the team knows what benefits exist and how to access them.
Emphasising the importance of taking parental leave and making clear that family comes first.
Promoting a healthy life-work balance, which helps keep teams engaged, motivated and productive.
Reiterating that taking parental leave will not harm future career progression.
Setting up a clear return-to-work plan with the employee and an agreed career progression outline to provide reassurance.
Building appraisal structures to ensure parental leave does not hinder an employee’s advancement at the company.
Parents want encouragement and support before, during and after their parental leave. Consider their experience at each stage.
Often HR focuses on the period immediately before and after leave, but many parents appreciate staying engaged and connected to their role and team throughout their leave if they wish.
Offering parents the option to join team social activities while on leave lets them choose their level of engagement. Employers should still encourage parents to disconnect and enjoy time off, but flexibility helps those who value staying connected; sometimes the chance to chat with colleagues during leave is hugely underrated.
The transition back to work can be hard, so plan support and document it. Returning parents may worry they are burdening colleagues who must update them. Consider assigning a return-to-work buddy, similar to an onboarding buddy, to help the parent ramp up and adjust.
Administering a global parental leave policy can be complex for remote employers with staff across many countries. Different jurisdictions have varied requirements and compliance can become quickly complicated.
For instance, while the United States may not mandate paid parental leave nationally, employees are afforded protections under FMLA during the covered period. Even in at-will states, employees on FMLA typically have enhanced protection from dismissal.
Therefore, we advise global employers to adopt a company-wide equity policy for all staff, wherever they are based. Once the principle of equity is set, you can apply it flexibly across markets. The aim is to create a comparable experience for similar situations across your workforce, not to solve every international detail yourself.
This is where an Employer of Record (EOR) can assist. An EOR (like Remote) acts as the local employer on your behalf to employ staff in other countries. EORs are specialists in local law and regulation and manage benefits, payroll and tax compliance so you do not need to master employment law in every market where you hire remote talent.
Remote & Async Work — 15 MIN
It may appear daunting, but 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 lawyers in every country just to employ locally. With an EOR such as Remote, you can access global talent and provide the benefits they require.
If you need further support designing benefits, this guide offers a step-by-step introduction to creating a global benefits programme for your team.
Remember
Parental leave is only one element of a benefits programme that must meet statutory requirements in each country. Remote’s global benefits team and local HR specialists can advise on market expectations and help create a globally equitable, locally competitive package for your people.
Offering an inclusive and equitable parental leave policy is a major step towards a benefits package that attracts and retains top global talent. It also levels the field for parents in regions where parental leave is not mandated. A generous parental leave policy sends a clear signal that family comes first and that your organisation supports employees’ life–work balance. That message will draw talented parents and parents-to-be to your forward-thinking business.
But providing equitable leave worldwide can seem overwhelming. That is 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 so your team can concentrate on designing global strategy.
Employer of Record & PEO — 30 MIN
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Guide to hiring international employees | Anastasia Pshegodskaya
