Once parents recognised the advantages of staying at home with their children and having more flexible hours, employers began to see that parents now prioritise spending time with their children during those early life stages.
Expectations have risen. However, there are challenges: not every country mandates paid parental leave, and existing parental leave often does not cover all types of parents. Many people are excluded completely from traditional maternity and paternity schemes.
To design such a policy, your organisation must be willing to exceed statutory minimums for family leave — particularly in jurisdictions without a legal baseline.
This guide explains how to establish and manage a policy that makes this time affordable for your team, helping you attract and keep high performers.
You could adopt only the statutory minimum when you design your family leave scheme, but that does not necessarily mean you should.
To attract top talent, your parental leave policy must be competitive, inclusive, equitable and compassionate.
Employees planning to start or grow a family seek leave that lets them do so without compromising career progression, opportunities or pay.
Candidates evaluate benefits packages when choosing roles. According to Remote’s Global Benefits Report, 60% of employees say they chose one role over another because of better benefits, and 35% of global workers have declined or left jobs owing to concerns about benefits.
of people aged 25–34 would turn down an offer if parental leave benefits were inadequate.
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Enhancing parental leave or adding benefits may incur higher costs, and leadership may worry about budgets. Yet Remote’s research shows 78% of decision-makers observed improved employee retention after upgrading benefits.
Given that the cost of recruiting a new employee is estimated at three to four times the new hire’s salary, improving benefits can be a long-term cost saver and a talent magnet.
Another reason to adopt a generous family policy for your global workforce is the wide variation in parental leave across countries. If you hire in multiple locations, building equitable benefits is essential.
When assembling a global team, ensuring your parental policy is inclusive is essential. Regardless of where team members are located or their family arrangements, your policy should provide a fair experience for all.
Although many countries mandate parental leave, statutory family leave differs widely in scope and generosity across jurisdictions.
Bulgaria provides 410 paid days of maternity leave, with mothers receiving 90% of salary while on leave. Although generous for mothers, paternity leave is limited to 15 days after the birth, and fathers may share the mother’s leave only once the child reaches six months.
Sweden offers a more inclusive scheme: 240 days of leave per parent at around 80% of regular pay. Single parents receive the full 480 days that a couple would share. For multiple births, an extra 180 days are granted for each additional child.
In the UK, eligible employees who hold a contract and follow notice requirements may take 52 weeks' maternity leave, with up to 39 weeks qualifying for maternity pay.Paid paternity leave is capped at two weeks. The UK also providesunpaid parental leave: parents may take up to 18 weeks per child until the child turns 18, but are generally limited to four weeks per child each year unless the employer agrees otherwise.
The U.S. mandates certain employers to provide 12 weeks of unpaid leave per year for qualifying reasons, including childbirth. Eligibility is restricted to employees with at least one year’s service and 1,250 hours worked in the preceding year. Some states and cities have implemented their ownstatutory paid parental leave laws, which adds complexity to the U.S. family leave landscape.
Consider Estonia, which provides 82 weeks for a child’s primary caregiver — birth, adoptive or foster — or Japan, which provides a year of leave for both parents.
Relying solely on any single country’s laws is not advisable when crafting your own parental leave policies. Instead, adopt globally equitable and inclusive policies so all current and prospective employees feel supported.
Understanding parental leave rules worldwide can be complex
Remote analysed the laws in 11 countries to highlight where regulations diverge. See our Inclusive Parental Leave Policies Research for more detail.
You might think “my organisation already has a maternity leave policy.” Yet most such policies are inadequate.
Maternity leave was first proposed by the International Labour Organisation (ILO) in 1919 to allow working mothers time off to give birth and care for infants. Although revised over time, it was originally intended specifically for birthing mothers.
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A century has passed since that original standard. We now understand there are many types of parents and caregivers; maternity leave alone does not encompass them all. Fathers, adoptive parents, foster carers, stepparents and other caregivers also need time to bond with children.
Take the example of Gary Ackerman, a New York City teacher who became a father in 1969. He repeatedly sought the same leave options afforded to his female colleagues but was denied.
At that time the leave—unpaid—was intended only for women; men were expected to continue working. The Ackermans challenged the policy, arguing that women-only leave entrenched caregiving stereotypes and excluded men from parenting. Although their case changed New York City’s Board of Education policy, it took decades for paternity leave to become more common.
21% of women and 16% of men who have taken parental leave report it hindered their career progression.
Nonetheless, maternity and paternity leave together are still insufficient. A truly inclusive family leave policy must be broader.
of employees believe their employer should do more to make parental leave policies inclusive.
"In an era where inclusivity is a priority, being deliberate about covering all genders ensures parental leave applies to every route to parenthood without naming a particular gender. It should also allow any parent with a child under one year to take parental leave, without assumptions about who will provide care. Choice and flexibility matter most to employees."
Remote’s director of people enablement | Amanda Day
Just as maternity leave alone is insufficient, offering separate maternity and paternity leave is not always adequate. You should adopt a parental leave policy for several compelling reasons.
Terms such as "maternity" and "paternity" exclude parents outside the gender binary and those who do not identify as a traditional mother or father. Those individuals may lack legal protections or entitlement to statutory leave, making inclusive language essential.
For example, foster parents and stepparents may feel that maternity and paternity policies do not apply to them.
This exclusion can leave many parents feeling unsupported. An inclusive parental leave policy that covers these situations can be pivotal in attracting and retaining high-calibre professionals seeking more comprehensive programmes.
The labels “maternity” and “paternity” also carry preconceptions about when leave should be taken. Parental leave should be applicable to a variety of circumstances, such as:
When a same-sex couple expects a child, parental leave avoids forcing the couple to decide who claims maternity versus paternity leave. Paid paternity has traditionally been rarer and more limited than maternity pay, which can disadvantage two-father, trans or non-binary families who may otherwise need to use other leave types to bond with a child.
Some maternity/paternity schemes cover adoption, but many do not. Parental leave should accommodate adoption processes and the time needed to settle an adoptive child into the home.
When an employee fosters a child, they need time to bond and settle the child. Parental leave enables families to do so without losing income.
Many parental leave policies exclude stepparents, yet they play an important caregiving role. An equitable policy allows stepparents time to bond with the child.
Shared parental leave lets two parents divide a block of leave. One parent can transfer some of their entitlement to the other, providing flexibility in how leave is used.
An estimated 10–20% of pregnancies end in miscarriage. It is likely someone you know has experienced this, yet pregnancy loss often remains unspoken grief for many parents.
Most miscarriages occur in the early weeks and months, often before parents have disclosed the pregnancy beyond their immediate family.
A 2019 UK study reported one in three parents who experienced pregnancy loss developed post-traumatic stress. In organisations with explicit DEI commitments, family leave policies should reflect those values. Such provisions are attractive to global talent seeking inclusive workplaces. Some parents developed PTSD, while others experienced anxiety and depression; although symptoms improved over time, they remained elevated nine months after the loss.
Providing compassionate leave for miscarriage and pregnancy-related trauma — including failed fertility treatments or ectopic pregnancies — shows genuine care for employees who might otherwise feel compelled to work through that trauma. It signals support for colleagues facing fertility or miscarriage concerns.
Such leave goes beyond bereavement entitlement and is important for both physical and mental recovery. After a miscarriage, someone may have ongoing physical symptoms or need medical appointments. They may also be emotionally unable to work. Therefore, it is advisable to link pregnancy loss leave with mental health support.
are hesitant to take their full parental leave because of stigma.
Discussing miscarriage is uncommon in social and workplace settings, so raising awareness of the policy and ensuring employees feel able to take leave can be difficult. Employers can take three practical steps to ease this.
Produce clear, easily accessible documentation about your policies so employees can consult them discreetly and understand how to request support.
Although miscarriage primarily affects the person who was pregnant, it also affects their partner and close family.
Managers should be equipped to speak about pregnancy loss sensitively. Provide them with training or reference materials so they can handle such situations discreetly and supportively.
Reproductive rights vary globally: only around 75 countries permit abortion on request, while others limit it to saving the mother's life or for health reasons. In 24 countries, abortion is prohibited altogether.
With a global workforce, awareness of these legal differences is vital when forming a reproductive health policy. At Remote, we support employees making healthcare decisions that are right for them. We provide documentation explaining our policy and how employees can access financial assistance if required.
Funds are an important part of a reproductive health policy, because this policy goes beyond time off. We offer $2,000 to employees or their partners who live in areas that do not provide safe and legal abortions, so those employees can pay for transportation, lodging, or medical costs. This disbursement is swift and confidential, and we do not collect or keep data on it.
Deciding to end a pregnancy can affect a team member’s mental health. Ensure your reproductive health policy connects with the organisation’s mental health resources.
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Caring for a family demands significant time and can be particularly testing for parents of young children who also work from home. Parents juggling work and childcare often feel forced to choose between being a good parent or a good employee.
Providing flexible or part-time working arrangements can help parents work at times when they are most productive. Employers may worry that part-time arrangements reduce output, but flexible hours can benefit both the organisation and employees, particularly in asynchronous settings. Flexibility enables parents to balance family responsibilities while continuing to deliver high-quality work.
Flexibility may be the most valued and impactful policy a company can offer. For parents, it permits responsiveness to family needs while managing professional duties.
Remote’s senior expert of global benefits design and strategy | Joana Viana
Rather than requiring exhausted parents to work synchronously while caring for children, giving them control over their schedules signals trust and often results in sustained productivity.
Some countries already require employers to permit part-time work when both parents are employed, so offering flexibility not only strengthens the psychological contract with employees but can also simplify compliance.
An inclusive parental leave policy should cover all kinds of parents: birth parents, adoptive parents, foster parents and stepparents. It should also be inclusive of all gender identities, sexual orientations and family types. If someone on your team is a parent, the policy should apply to them.
Using inclusive language in your policy helps all team members feel supported, valued and empowered to make the best decisions for their families. Use gender-neutral terms (“parent” instead of “mother” or “father”), avoid labelling carers as primary or secondary, and write clearly so everyone understands the provisions.
An inclusive policy should also help shift perceptions of gender roles. For instance, encourage men to take parental leave, accept bereavement for pregnancy loss, and avoid referring to women as the default primary carers.
An inclusive policy ensures everyone feels valued; an equitable policy guarantees equal access to the same benefits for every team member.
Equitable parental leave includes:
The same benefits, resources and opportunities for all team members, regardless of gender or family arrangement
Equitable benefits irrespective of where employees live or what statutory leave their country provides
Designing an equitable parental leave policy takes careful planning. Top candidates seek a benefits offering that enables them to take the time needed to raise a family. Ensure your organisation meets the minimum statutory requirements across jurisdictions while delivering an equitable experience for everyone using those benefits.
No employee wants to feel their family is denied benefits that others receive. An inclusive and equitable parental leave policy is essential to making every team member feel respected and supported by the employer.
An equitable family leave policy also rejects stereotypes, entrenched gender roles and cultural omissions that confine people to specific family functions. By adopting inclusive language and enforcing equity, you enable each family to decide how to care for their members in the way that suits them best.
Welcoming a new child is a time for celebration. New parents want to take the leave they are entitled to without fear of judgement. Cultivating a culture that welcomes and encourages parental leave is essential.
For example, one company offers a $2,000 stipend to pregnant people to help with maternity clothing. For many parents, access to flexible work hours after a child arrives is the most valued benefit.
Remote’s benefits research shows flexibility is the most in-demand benefit for most workers, particularly parents. If you do not offer flexible arrangements such as async work, remote work and location independence, some top candidates may opt for employers that do.
Although Japan grants a year of paid parental leave for both parents, studies indicate only 13% of men in Japan actually take their leave. This phenomenon is not limited to Japanese fathers; global reports show that non-birthing parents often do not use their allotted leave. One survey found that men in Australia often avoid leave due to financial concerns for their families; the second most common reason was fear of being perceived as less committed at work.
A BBC report noted that non-birthing parents globally often do not claim their leave, partly because men internalise breadwinner stereotypes and partly due to worries about workplace perception.
Do not stop at drafting policies. Establish workflows and structures that ease parents' transition into and out of leave so they can depart and return with minimal stress. Managers and leaders should model the behaviour by taking leave themselves; otherwise employees will perceive a gap between policy and practice.
Remote’s senior expert of global benefits design and strategy | Joana Viana
All parents still face perceived pressure to return to work. A 2021 study found that 50% of mothers reported maternity leave harmed their careers; they faced microaggressions and negative assumptions about taking further time off.
For these reasons, team leaders must openly support parental leave and encourage eligible staff to take the time due to them.
Workers often judge themselves more harshly than colleagues or managers do. They may fear taking leave will make them appear less committed or signal they intend to leave. Yet parental leave exists to protect both the physical and mental wellbeing of employees. If staff do not take necessary leave, their work and wellbeing can suffer.
To reduce reluctance among team members, leaders should champion family leave policies and encourage employees to use their parental leave entitlements without fear of judgement.
of workers in sales, media and marketing are unaware of how much parental leave their employer provides.
Be proactive and transparent in communications about leave policies so all team members know what is available and how to access it.
Reinforce the importance of taking parental leave and communicate clearly that family takes precedence.
Promote a healthy life–work balance, which is vital for keeping teams engaged, motivated and productive.
Reiterate that taking parental leave will not harm future career progression.
Establish a clear return-to-work plan with the employee and include a structured career progression plan to provide reassurance.
Include appraisal safeguards to ensure taking parental leave does not impede an employee’s growth at the company.
Parents should feel encouraged and supported before, during and after their parental leave. Consider the employee experience across all three phases.
Often HR is focused on the immediate pre- and post-leave periods. Yet many parents appreciate options to stay engaged and connected to their role and team during leave.
Explicitly offering parents the choice to remain connected to team social activities during their leave lets them decide what they prefer. Employers should encourage parents to disconnect and enjoy time off, but providing the option to stay socially connected can be valuable for those who want it. Sometimes the chance to speak with adults during leave is an underrated benefit.
The transition back to work can be difficult, so support during this stage should be documented. Birthing parents often worry they will burden colleagues and need help to get up to speed. Consider assigning a return-to-work buddy akin to an onboarding buddy to assist the parent in ramping up and adapting to any changes.
Operating a global parental leave policy can be challenging for remote companies with staff spread worldwide. Different countries impose different requirements, and compliance can become complex quickly.
For example, although the United States does not mandate paid parental leave at the federal level, parents receive protections under the FMLA. During FMLA leave employees enjoy enhanced protections, and even in at-will employment states, employees on FMLA are typically protected from termination.
Therefore, we advise global employers to adopt a baseline global policy of equity for all employees, wherever they are based. Once equity is established as a commitment, you can implement it flexibly across jurisdictions. The objective is to create a consistent experience for similarly situated employees rather than to resolve every national leave discrepancy.
This is where an Employer of Record (EOR) can assist. (like Remote) is a company that employs workers locally on your behalf. EORs are experts in local employment law and manage benefits, payroll and tax compliance, removing the need for you to become an expert in each jurisdiction where you hire remote talent.
Remote & Async Work — 15 MIN
Although it may seem complex, an inclusive and equitable parental leave policy can be straightforward to implement. You do not need to master global HR 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 guidance designing benefits, this guide offers a step-by-step introduction to creating a global benefits programme for your team.
Remember
Parental leave is one element of a benefits programme that must comply with statutory requirements in each market. Remote’s global benefits specialists and local HR experts can advise on local expectations to craft a globally equitable, locally competitive package for your workforce. Our benefits team can even assemble a global offering for your organisation.
Demonstrating an inclusive and equitable parental leave policy is a major step towards building a comprehensive benefits programme that attracts and retains the best global talent. It also levels the field for parents in locations where parental leave is not legally required. A generous parental leave policy signals that family is a priority and that your workplace supports the life–work balance of staff. Communicate that, and talented parents and parents-to-be worldwide will be keen to join your forward-looking business.
However, provisioning equitable leave globally can feel daunting. That is why partnering with global employment solutions like Remote is important.
We handle the complexities of global HR operations while our software simplifies management, allowing your team to focus on global strategy design.
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For more information about building your global team
Guide to hiring international employees | Anastasia Pshegodskaya
