After parents recognised the benefits of being able to remain at home with their children and enjoying more adaptable schedules, employers noticed parents placing greater importance on spending time with their children during those early months.
Expectations are rising. There are, however, challenges: not every country mandates paid parental leave, and statutory provisions do not always include every parent. In many cases, traditional maternity and paternity schemes leave some parents entirely excluded.
To design this kind of policy, your organisation should commit to exceeding statutory minima on family leave, particularly in jurisdictions where no minimum exists.
This guide outlines how to establish and run a policy that enables your team to take this important time, helping you attract and retain high performers along the way.
You can, of course, provide only the statutory minimum when setting up your family leave policy, but that does not mean it is the best option.
To attract leading candidates, your parental leave policy must be competitive, inclusive, equitable and compassionate.
Employees planning to start families want leave that lets them do so without compromising promotion prospects, development opportunities or pay.
People actively review 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 stronger benefits package, while 35% of global workers either rejected or left a job due to benefits concerns.
of people aged 25–34 would refuse a job offer if parental leave benefits were inadequate.
Benefits & Leave. — 11 MIN
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Strengthening parental leave or adding benefits can be costly and leadership may worry about budgets. Remote’s research, however, shows 78% of decision-makers observed improved employee retention after enhancing benefits.
Given that the cost of recruiting a new employee is estimated at three to four times the new hire’s salary, a better benefits package can save money over time (and entice top talent).
Another reason to provide a generous family policy for a global workforce is to address the large variation in parental leave worldwide. Building an equitable benefits package is vital if you hire across multiple jurisdictions.
When assembling a global team, it is crucial that your parental policy is inclusive. No matter where colleagues live or what their family situation is, the policy should deliver a fair experience to everyone.
Although many countries have parental leave laws, statutory family leave differs markedly between jurisdictions. Parental leave provisions vary significantly from country to country.
Bulgaria provides 410 paid days of maternal leave, with mothers receiving 90% of their salary while on leave. Although generous for birthing parents, paternal leave is limited to 15 days after birth, while fathers may share the mother’s leave once the child reaches six months.
Sweden also offers substantial leave, and in a more inclusive way: each parent is entitled to 240 days of leave and receives 80% of their normal wages during that period. Single parents access the full 480 days a couple would receive. For multiple births, an extra 180 days are granted per additional child.
In the UK, eligible employees (those with a contract who have given proper notice) can take 52 weeks of maternity leave, 39 weeks of which may be paid. Paid paternity leave is capped at 2 weeks. The UK also provides unpaid parental leave: parents are entitled to 18 weeks’ leave per child until that child turns 18, though they may take only 4 weeks per child each year unless the employer agrees otherwise.
The U.S. requires certain employers to grant 12 weeks of unpaid leave each year for a range of situations, including childbirth. These protections apply only to eligible staff: those who have been employed for at least a year and who worked 1,250 hours in the preceding 12 months. Some states and cities have introduced their own statutory paid parental leave laws, which makes U.S. family leave more complex.
Countries such as Estonia now offer 82 weeks for the child’s main caregiver, whether birth, adoptive or foster parents, and Japan provides up to a year of leave for both parents.
Relying solely on a single country’s legislation is not recommended when forming your own parental leave policy. Instead, adopt a globally equitable and inclusive approach to ensure all current and prospective employees feel supported.
Understanding parental leave laws worldwide can be challenging
Remote researched 11 countries to compare where laws differ. See our Inclusive Parental Leave Policies Research to learn more!
You might think “my company already offers maternity leave,” but many such policies fail to cover the full range of caregiving needs.
Maternity leave was first proposed by the International Labour Organisation (ILO) in 1919 to grant working mothers time off to have and care for babies. Though revised over time, it was originally intended to protect birthing mothers.
Remote & Async Work — 15 MIN
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More than a century has passed since the original family leave standard. We now understand there are many types of parents and caregivers, and maternity leave alone does not cover them all. Fathers, adoptive parents, foster parents, stepparents and other caregivers also need time to bond with a child.
Consider the case of Gary Ackerman, a New York City teacher who became a father in 1969. He sought leave similar to that granted to his female colleagues but was repeatedly refused.
At the time, leave was unpaid and intended only for female teachers; men were expected to continue working. The Ackermans pursued legal action, with Rita Ackerman arguing that a women-only leave policy not only kept men away from their children but also forced women into caregiver roles. Their victory changed the NYC Board of Education’s rules, but it took decades before paternity leave became widespread.
21% of women and 16% of men who took parental leave say it hindered their career advancement.
Nevertheless, maternity and paternity leave on their own are insufficient. A genuinely inclusive family leave policy must be broader.
of employees believe their employer should do more to make parental leave policies inclusive.
"In a world where inclusion is a continual aim, being deliberate about including all genders means parental leave covers every route to parenthood without referencing a particular gender. It also means any parent with a child under one year old can take parental leave, without assumptions about who will provide care. Flexibility and choice are what matter most to employees."
Remote’s director of people enablement | Amanda Day
Just as offering maternity leave alone is insufficient, providing both maternity and paternity leave may still fall short. Adopting a parental leave policy is important for several reasons.
The terms “maternity” and “paternity” exclude parents outside the gender binary and those who do not identify as a traditional mother or father. That matters because such parents may not be covered by statutory protections or government leave schemes.
Foster parents and stepparents, for instance, may feel that maternity and paternity policies do not apply to them.
That exclusion can leave many parents feeling unsupported at work. An inclusive parental leave policy that recognises these situations can be crucial in attracting and retaining top performers seeking a more inclusive programme.
The labels “maternity” and “paternity” also imply a fixed purpose for leave, typically tied to birth and newborn care. Parental leave should be usable for many different situations, such as:
When a same-sex couple expects a child, parental leave avoids forcing the pair to decide who will claim maternity and who will claim 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 might otherwise have to use other leave types to welcome and bond with a child.
Although some maternity/paternity policies include adoption, not all do. Parental leave can cover adoption-related processes, which are time-consuming, and help with settling an adoptive child into the home.
When an employee fosters a child, they need time to bond and settle the child into the household. Parental leave enables families to do this without losing income.
Many parental leave schemes omit stepparents, even though they play an important role in a child’s life. An equitable policy lets stepparents take the time needed to bond with the child.
Shared parental leave allows two parents to split a single allocation of leave. One parent can transfer a portion of their leave to the other, giving families more flexibility in how they use their time.
Between 10–20% of pregnancies end in miscarriage. It is likely that someone you know or work with has experienced a miscarriage, yet pregnancy loss often remains a private grief for many parents.
Most miscarriages occur in the early weeks and months of pregnancy, before parents typically share the news beyond their immediate family.
A 2019 UK study showed that one in three parents who suffered pregnancy loss developed post-traumatic stress. In organisations with strong DEI commitments, family leave should reflect those values. Inclusive provisions attract top international talent, as many professionals seek roles with such support. Some parents developed post-traumatic stress while others experienced anxiety and depression; symptoms often improved over time but remained elevated nine months after the loss.
Providing compassionate leave for miscarriage and other pregnancy-related trauma, such as failed fertility treatment or ectopic pregnancy, is a meaningful way to support employees who might otherwise feel pressured to work through their grief. This shows genuine care for team members facing fertility concerns or the risk of miscarriage.
Such leave goes beyond standard bereavement provisions. It is important for both the physical and mental wellbeing of an employee. After a miscarriage, individuals may still have physical symptoms for days and may need medical attention. Emotionally, they may be unable to work. Connecting pregnancy loss leave with mental health support can therefore be important.
are reluctant to take their full parental leave because of stigma.
Discussions about miscarriage are uncommon, particularly at work, so publicising the policy and ensuring employees feel safe taking leave can be difficult. Employers can take three practical steps to ease this:
Provide easily accessible documentation on your policies so employees can discreetly consult them and understand how to access support and benefits.
Although miscarriage directly affects the person who was pregnant, it also affects their partner.
Managers should be equipped to talk about pregnancy loss sensitively. Support them with training or with reference documentation they can use when such situations arise.
Reproductive rights vary globally: only 75 countries permit abortion on request. Elsewhere, abortion may be allowed to save a mother’s life, for health reasons or other exceptions. In 24 countries, abortion is banned entirely.
With a global team, these differences must be considered when building a reproductive health policy. At Remote, we support employees making the healthcare choices right for them. We provide documentation that explains our policy and how employees can access funds when required.
Financial support is a key element of a reproductive health policy, because it extends beyond time off. We provide $2,000 to employees or their partners who live in areas without safe, legal abortions, to cover travel, lodging or medical fees. Payments are made quickly and confidentially, and we do not collect or retain data on them.
Deciding to end a pregnancy can affect mental health. Ensure your reproductive health policy is linked to your organisation’s mental health resources.
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Caring for a family is time-consuming and can be especially demanding for parents of young children working from home. For those juggling work and childcare, it can feel like a choice between being a good parent or a good employee.
Offering flexible or part-time hours to parents helps them work during the hours they are most productive. Moving an employee to part time after they have a child may concern employers since it reduces hours, but flexibility and part-time options can benefit both the organisation and staff, particularly for asynchronous work. Flexible hours support life–work balance and let parents prioritise family while continuing to deliver strong results.
Flexibility might be the single most desired and impactful policy a company offers. For parents, it is vital because it lets them respond to family needs while managing work responsibilities.
Remote’s senior expert of global benefits design and strategy | Joana Viana
Instead of expecting tired parents to work synchronously while caring for children, granting schedule flexibility and autonomy shows trust and is likely to be rewarded with sustained productivity.
Some countries already require employers to permit part-time work if both parents are employed, so offering flexible options not only strengthens employees’ psychological contract with the company 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 include all gender identities, sexual orientations and family structures. If a team member is a parent, your leave policy should apply.
Using inclusive language in a parental leave policy makes team members feel supported, valued and empowered to do what is best for their families. Use gender-neutral terms (“parent” instead of “mother” or “father”), avoid labelling parents as primary or secondary caregivers, and employ clear, universal language so everyone understands the policy.
An inclusive policy should also challenge traditional gender-role expectations. For example, encourage men to take parental leave, accept bereavement for pregnancy loss, and avoid referring to women as the default primary caregivers.
An inclusive policy makes employees feel valued; an equitable one ensures each 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 irrespective of where employees live or what statutory leave their country mandates
Designing an equitable parental leave policy requires careful planning. Top talent expects a benefits offering that helps them take the time needed to build and raise their family. Ensure your organisation meets the statutory minima across jurisdictions while giving everyone an equitable experience when accessing benefits.
No one wants their family to miss out on benefits others receive. An inclusive and equitable parental leave policy is essential to ensuring every team member feels valued and supported by your organisation.
An equitable family leave policy also rejects stereotypes, dated gender roles and cultural omissions that confine people to particular family roles. By adopting inclusive language and enforcing equity, you enable every family to choose how to care for their loved ones in the way that suits them best.
Welcoming a new child is a celebratory time. New parents want to take the leave they are entitled to without fearing judgement. Building a culture that welcomes parents and supports leave-taking is essential.
For instance, one employer provides a $2,000 stipend to pregnant people to help cover maternity clothing. For many parents, knowing flexible hours will be available after the child arrives is the most valued benefit.
Remote’s benefits research found flexibility to be the most sought-after benefit for most workers, particularly parents. If you do not offer flexibility such as async work, remote work and location independence (allowing employees to work where they choose), top candidates may seek more flexible employers.
Earlier we noted that Japan offers a year of paid parental leave for both parents, but research shows only 13% of men in Japan actually take their leave. This pattern is not unique to Japan. Reports globally indicate non-birthing parents often do not use their allotted leave. One survey found men in Australia worried leave would harm their family finances; the second most-cited reason was concern about appearing less committed to their job.
A BBC report concluded that non-birthing parents worldwide are often reluctant to use their leave. Reasons include internalised gender norms about breadwinning and concerns about workplace perception when taking leave.
Do more than set policies. Create workflows and structures that make it simple for parents to leave and return without undue stress. Managers and leaders should model the behaviour and take their own leave; 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 feel pressure to return to work quickly. A 2021 study reported that 50% of mothers surveyed felt maternity leave harmed their careers; they experienced microaggressions and negative assumptions about taking additional time off.
For these reasons, team leaders must be visibly supportive of parental leave and encourage staff to take the time to which they are entitled.
Workers are often harder on themselves than peers or managers are. They may fear that taking time off suggests a lack of commitment or that they are ready to leave. Parental leave exists for a reason: it safeguards physical and mental wellbeing. If employees do not take needed leave, it can adversely affect their work.
To reduce hesitancy among team members, leaders should champion family leave policies and encourage employees to use parental leave without fear of judgement.
of people in sales, media and marketing are unaware of how much parental leave their employer offers.
Be proactive and open with communication about leave policies so everyone on the team knows what benefits exist and how to access them.
Reinforce the importance of taking parental leave and make clear that family comes first.
Promote a healthy life–work balance, which is vital to keep your team engaged, motivated and productive.
Reiterate that taking parental leave will not affect future career progression.
Establish a clear return-to-work plan with the employee and a structured career progression plan to provide reassurance.
Embed structures in appraisals to ensure taking parental leave does not impede an employee’s advancement at the company.
Parents want encouragement and practical support before, during and after their parental leave. Consider the employee experience across these three phases.
HR teams often concentrate support just before and after leave, but many parents appreciate remaining engaged with their role and team throughout their leave.
Allowing parents to opt into team social activities during leave gives individuals control over their level of engagement. Employers should usually encourage parents to disconnect and enjoy time off, but some new parents may value staying connected to colleagues. Social contact can be an underrated benefit during leave.
The transition back to work can be difficult, so return support should be documented. Birthing parents often worry about burdening colleagues who must update them. Consider assigning a return-to-work buddy, similar to an onboarding buddy, to help the returning parent ramp up and adapt to changes.
Setting up and managing a global parental leave policy can be complex for remote companies with staff across many countries. Different jurisdictions have different rules, and compliance can become complicated quickly.
For example, while the United States may not require paid parental leave, employees still have protections under FMLA. During FMLA leave, employees receive protections beyond their normal employment period. Even in at-will employment states, FMLA leave typically protects employees from dismissal.
Therefore, we advise global employers to adopt a company-wide equity policy for all staff, no matter their location. Once equity is defined, you can adapt its application locally. The goal is to deliver a comparable experience for employees in similar situations, not to resolve every global leave disparity single-handedly.
This is where an Employer of Record (EOR) can assist. An EOR (like Remote) acts as the local employer on your behalf to employ workers in other countries. EORs are versed in local laws and regulations 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
Although it may appear complex, an inclusive and equitable parental leave policy can be straightforward to implement. You do not need to become a global HR expert or hire lawyers in every country. With an EOR like Remote, you can access worldwide talent and offer appropriate benefits.
If you need assistance designing benefits, this guide provides 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 meet statutory requirements in each jurisdiction. Remote’s global benefits experts and local HR advisers can guide employers on market expectations to design a globally equitable, locally competitive package for your workforce. Our benefits team can help assemble a global benefits offering for your organisation.
Proving an inclusive and equitable parental leave policy is a significant step toward a full benefits package that attracts and retains the best global talent. It also helps level the playing field for parents in locations without statutory parental leave. A generous parental leave policy signals that family matters and that your workplace supports employees’ life–work balance. Convey that message and talented parents and parents-to-be worldwide will be keen to join your forward-looking organisation.
However, providing equitable leave globally can feel daunting. That's why partnering with global employment solutions like Remote is essential.
We handle the complexities of global HR operations while our software keeps administration simple, allowing your team to focus on global strategy.
Employer of Record & PEO — 30 MIN
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Guide to hiring international employees | Anastasia Pshegodskaya
