Latest news with #workplaceflexibility
Forbes
3 days ago
- Business
- Forbes
Companies Need To Modernize Their Parental Leave Policies
Cynthia McEwen is the Vice President of People at women's health benefits company Progyny. According to a 2023 U.S. Office of the Surgeon General Advisory, nearly 50% of parents said they experienced overwhelming stress most days. But when it comes to employer-provided support, such as parental leave policies, many modern workplaces aren't offering what these caregivers need. Traditional leave policies often fail to account for the wide range of family structures and birth-related situations that exist today. Adaptable parental leave policies are more than a benefit. They're a strategic imperative for employers seeking to attract and retain talent. Let's examine these challenges and determine how employers can effectively address them, ensuring both employee support and a strong bottom line. Caregivers who adopt or foster children face unique challenges. For example, the legal processes involved in pursuing this path require extensive preparation, including up to six months of in-person appointments that often take place during business hours. International adoptions present additional challenges, like extensive travel and even more complex legal procedures, that don't always align with conventional leave timeframes. Meanwhile, foster placements often occur at a pace that makes it impractical to adhere to standard leave policies' advanced notice requirements. Companies can alleviate these challenges by offering more flexible parental leave policies that accommodate home studies and training, travel and last-minute placements in fostering households. Other useful support for easing the transition to parenthood are financial assistance for adoption-related expenses, access to counseling and parent-focused employee resource groups. Birth complications highlight the additional inadequacy of many parental leave policies. According to a 2023 study on maternal health, women are still at risk for developing serious health conditions after the standard postpartum period of six to eight weeks. These may result in extended recovery periods, frequent medical follow-ups and a need for additional caregiving support. Meanwhile, the non-birthing parent must be able to provide the necessary emotional and logistical support. However, many postpartum care services end after six weeks, leaving parents without the resources they need. Supporting employees through birth complications requires a multifaceted approach. Return-to-work assistance, for example, helps reduce absenteeism, improve retention and mitigate long-term career setbacks. Offering extended leave or flexible work arrangements for employees whose partner is in postpartum recovery can help improve health outcomes for both parents and reduce stress during an already challenging time. Additionally, benefits must go beyond medical care. Mental health support, such as access to employee assistance programs, is particularly vital because psychological distress is a significant factor in maternal morbidity and mortality. By addressing both medical and emotional needs, employers can foster a more supportive environment for all parents affected by birth complications. In many cultures, childbirth is a communal experience where extended family plays a major role in postpartum care. Parental leave policies that fail to consider these cultural norms may force employees to choose between their professional responsibilities and deeply rooted traditions that support maternal and family well-being. By accommodating cultural birth-related practices—whether through adequate paid leave, flexible return-to-work options or childcare-related resources—companies can demonstrate respect for all parents. There are many family structures beyond the stereotypical two-parent household, such as single-parent households, blended families and families formed through surrogacy. But traditional parental leave policies rarely address these families' specific circumstances. For example, if a single parent is responsible for all caregiving duties, they may have greater time off needs than someone with a co-parent or a strong support system. Parents with blended families may need flexibility to accommodate legal arrangements, while families formed through surrogacy often need additional time for the emotional adjustments associated with welcoming a child. When companies provide parental leave, they should consider all paths to parenthood and different ways that families form. Policies that are paired with back-to-work transition support, new-parent educational resources and other tools help create a workplace culture where individuals can thrive both professionally and personally. As we continue to redefine what it means to "work well," let's ensure parental leave policies evolve to meet the needs of today's workforce. Anything less risks perpetuating inequities and forfeits the opportunity to build truly empowering workplaces. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
The National
28-05-2025
- Business
- The National
‘Well-settled' UAE employees demand personalised and long-term work benefits
The shift in the UAE's workforce to being more long-term, settled and multigenerational is leading to a change in employees' expectations around workplace flexibility, personalisation and long-term support, a report from professional services firm Marsh and global consultancy Mercer has found. The workforce now consists of four generations in one organisation, especially in academia, Adel Alderi, senior consultant at Mercer Marsh Benefits, told The National. "You have Gen Z coming in, millennials and Gen X, and you still have some baby boomers, especially in executive positions," he said. "The multigenerational demographic change has led to the emergence of two major trends. On one hand, there is growing demand for flexible benefits that take into consideration the individual needs of these different demographics. On the other, you have a growing need for long-term care." Half of employees in the Emirates said that flexible schedules – such as compressed workweeks – would be helpful, although only 33 per cent currently receive them. The same proportion (49 per cent) consider flexible retirement options as important, but only 26 per cent said these are available through their current employer, according to Mercer Marsh Benefits' 2025 Health on Demand report. The study polled more than 18,000 employees across 17 markets, including the UAE. There is also strong interest in 'proactive, preventive and tiered benefit options', the report found. Around 81 per cent of UAE employees would be happy if their employer helped them plan for long-term health and care needs. Another 80 per cent would welcome financial incentives for engaging in preventive care, while 76 per cent would appreciate the ability to pay more for enhanced or additional coverage, the findings showed. While the younger generation prefers flexibility around working hours and working from home, the older generation wishes to have flexible pension plans, Mr Alderi said. They also want additional medical benefits, such as dental, optical, telemedicine, alternative medicine or mental well-being support, he added. Many employees also said their current cancer-screening benefits are not enough and want their employers to be involved in covering travel expenses related to treatment abroad, the survey found. "The more you understand your employees' demographic mix and the more you condition your employee value proposition to what they want, the more successful you become in retaining and attracting talent," Mr Alderi said. Growing pressure to return to the office could be a tipping point Michael Page, Talent Trends 2025 report Most companies in the UAE paused hiring in the first quarter of 2025, choosing instead to operate with existing staff, recruitment company Cooper Fitch said in a report last month. The country recorded a 1.25 per cent increase in hiring activity in the January-March period, compared to the previous three months, with employers prioritising efficiency over headcount growth. This indicates a maturing market shifting from volume hiring to strategic recruitment, the consultancy said. With the introduction of corporate tax, surging commercial rents, service fees and salary increases driven by the cost of living, the era of double-digit profitability for businesses, particularly in certain sectors, is reducing. To remain profitable and expand, organisations are looking at who they want to retain, according to Cooper Fitch. Employees in the Emirates are also increasingly focused on financial well-being, with more than half (53 per cent) expressing concern about their ability to retire comfortably, while another 52 per cent were worried about affording a home, the Marsh-Mercer survey found. Almost two thirds (or 62 per cent) of UAE employees said they can personalise their benefits package, however falling short of the global average of 78 per cent, the report identified. Nearly half (48 per cent) of UAE employees also report feeling stressed most days at work – above the global average of 45 per cent. At the same time, 58 per cent said they are 'actively looking for a new job', reinforcing the link between mental health pressures and retention risks, the report warned. A separate report by consulting firm Korn Ferry on Tuesday found that the rising cost of living in the Emirates is placing pressure on employee expectations. Many workers feel their compensation has not kept pace with rising expenses, particularly in housing and education, a survey of more than 15,000 professionals across 10 global markets revealed. Pay, benefits and growth remain key motivators for change. Eighty per cent of employees in the UAE said they would consider switching jobs for better pay, the poll found. A separate report from recruitment consultancy Michael Page on Wednesday showed that despite economic uncertainty, 77 per cent of UAE professionals are "actively exploring" new job opportunities, compared to 65 per cent in 2024. Salary negotiations have also reduced, with only 49 per cent attempting to secure a raise from 61 per cent last year. This is a clear sign that workers are "opting to leave rather than engage in difficult conversations", according to its Talent Trends 2025 report, which polled over 50,000 professionals globally. The "growing pressure to return to the office could be a tipping point". While only 34 per cent currently work hybrid, 53 per cent of employees said they would consider quitting if asked to increase their in-office presence, the Michael Page report said.
