For many,
But employee benefit professionals need to know that there are ways around these obstacles, including extending leaves of absence and
As a person living with anxiety and growing my professional brand, I was overwhelmed by all the options I faced after giving birth to my first child, considering how I proceeded would impact my career. I knew the leave option that I chose would have to be unique and ensure my mental health was a priority. To accomplish this, there were three areas of focus that included taking as much time as was available to me, being prepared so I could disconnect fully and having a holistic well-being plan in place.
In the spirit of full transparency, I reside in New York, which is one of the few states in the U.S. that provides family leave. Additionally, my current financial status allowed me a wider array of options. So, how did my leave come to be, and what did it look like?
There were several highlights that could serve to be instructive for the employer clients you serve. For starters, I studied my benefits and called my providers to ensure I knew everything that was available to me. I also planned to take all the time I could and didn't feel guilty. This is one of the biggest life changes and shouldn't be taken lightly. I needed time to heal and bond with my little one.
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In addition, I worked until the day I gave birth. Working remotely enabled me to lighten my work schedule leading up to my due date. I also split my leave into two segments to allow for easier reintegration in the workplace and help recharge during the summer. Feeling fully disconnected, I sent pictures or provided updates but gave myself the privilege of not feeling extra pressure and made my boundaries known. Finally, I made it known that my return to work might change, and that I may need more time. No two experiences are alike, and I wanted to have some grace.
Early on, I knew I would take the 12 weeks available to New York State residents. However, as my pregnancy progressed, I learned I could take an additional six weeks unpaid. As my body began to feel the pressure of pregnancy and realizing self-care would be limited, I knew the extra time would be necessary. So, I chose to take 14 weeks and worked from home for my partner's 12-week leave, concluding with another four weeks of leave and a sprinkling of paid time off days after those four weeks because the child care transition is hard!
I would summarize my first 14 weeks as the classic comedy "Groundhog Day;" you don't even realize where time goes and weeks blend together. I didn't have my wits about me until week 12. I couldn't have imagined returning to work before 12 weeks with all the sleep deprivation, rollercoaster of emotions, shifting relationship dynamics, endless doctor appointments, and, oh yeah, enjoying my little one!
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Working from home after 14 weeks allowed me to reenter the workplace without feeling guilty. I could be there at lunch to bond and nurse my baby without feeling like I had to choose my baby or work. Taking my last four weeks of leave at the six-month mark was a great choice; six months is a fantastic time to enjoy and bond, entirely different from my first 14 weeks.
Being with my little one for an extended period allowed me the time needed to recover physically and emotionally without feeling pressured or guilty. This allowed me to return to my work excited and without resentment. We know that individuals who take leave experience improved mental health and well-being while reducing turnover, both impacting an organization's bottom line.
Three things I learned as a result of my experience: No leaves are created equally, you'll never be 100% ready, and taking an extended leave ensured I was able to recover, readapt and return to work as prepared as I could be.
In a time when diverse benefits can make or break organizations, family planning is an area where people-operations teams can excel to support and empower their workforce. Knowing this, it's disappointing that a recent SHRM survey found the number of employers that grant paternity leave plummeted to 27% in 2022 from 44% in 2020. However, it's possible for employers to make a lasting impact on their people with simple, proactive benefits.
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There are a number of ways to elevate an organization's family leave that start with creating a proactive policy that ensures equity for all employees. Other steps include ensuring that leave funds 100% of the individual's salary and there are built-in benefit repayment plans, as well as creating resource lists and sample leave options.
It's also important to get creative with childcare, have communication plans in place to navigate updates or changes, and provide family leave paid time off to accommodate the endless pre- and post-pregnancy appointments. Lastly, maternity and paternity specialists, mental health professionals, social workers and career coaches should be on hand to help support new parents.
Navigating family leave is personal and can be challenging, but it is also an opportunity for organizations to demonstrate their commitment to the well-being of their people. Those employers that prioritize mental health, offer flexible and comprehensive leave policies and provide support systems will create a more inclusive and supportive workplace, as well as position themselves as employers of choice. By investing in the well-being of their workforce, companies can foster a culture of trust, loyalty and long-term success.
So be the leader you would want to follow.
