Has parental leave become divisive?

Organisations looking to extend support for working parents have to consider both workplace ramifications and potential criticism from those opposed to the specified leave.

Australian fashion retailer DISSH recently introduced a new parental leave policy, which includes two weeks’ additional paid leave every year until the child turns 12, along with pre- and post-birth support, such as fertility treatments, flexible working options, and return-to-work coaching.

However, such programs remain an outlier in most Australian corporates, and employment conversations are starting to focus less on how to best support working parents to whether everyone should be entitled to the same leave, regardless of circumstances.

Robert Half research has found that 94 per cent of employers do not offer childcare allowances, 93 per cent do not provide onsite childcare, and more than half do not offer extended parental leave.

Beyond this, there is a growing group of workers who have found the entire policy polarising, with some even claiming it is workplace discrimination – claims that have existed since the introduction of maternity leave in the 1970s.

According to Nicole Gorton, director at Robert Half, “It’s important to distinguish between equal treatment and equitable support.”

“Most organisations already provide benefits that only some employees will use, whether that’s study assistance, relocation support, wellbeing programs or carers’ leave. Parental leave is another example of targeted support for a specific life event,” she said.

Discussions regarding other forms of specific, category-based leave, such as menstrual leave, have also been criticised as gender-based and therefore unequal.

Reflecting on this idea in a recent episode of The HR Leader Podcast, Annalinde Nickisch, chief people officer at Probiotec, said: “This conversation is not happening against the backdrop of perfect equality.”

“We know women still face barriers in the workforce. That’s why there’s so much focus on things like gender, pay gap, childcare, parental leave, and workforce participation.”

Further, Nickisch noted that calls have been made for a wider range of mandated category-based leave, such as mental health or cancer leave, as part of growing calls for more holistic workplace support.

Her arguments echo those put forward at the recent parliamentary enquiry into the National Employment Standards, with the Australian Council of Trade Unions claiming that the current gender-blind approach can have a reverse effect and potentially promote gender disadvantage.

In this way, Gorton explained that salary is not the only factor candidates consider when evaluating an employer, and family-friendly benefits “can help an organisation show they understand the realities of family life and are willing to support their employees through various stages of parenthood”.

She said: “This suggests an opportunity for employers looking to differentiate themselves in a competitive talent market. For parents, benefits that provide meaningful support can strengthen loyalty, improve retention, and demonstrate a long-term investment in people.”

However, Gorton warned that HR teams need to consider workforce planning, manager capability, succession planning, and consistent policy implementation when considering such policies for ongoing sustainability, adding that employers should be receptive to feedback.

“Benefits should evolve with employees’ changing needs, be applied consistently, and be supported by managers who are equipped to implement them effectively. While there is no one-size-fits-all solution, even small improvements can make a meaningful difference”.

Whether further uptake of increased parental support, should it happen, would fuel a workplace divide or not remains unclear, but as Gorton said, “The broader objective is to create an employee value proposition that supports a diverse workforce, not so much that every employee receives exactly the same benefits.”

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