Why it’s time to change the narrative about paternity leave

You may have seen the high-profile stunt where campaign group Dad Shift tied model babies to statues of Isambard Kingdom Brunel, Laurence Olivier, Thierry Henry and Tony Adams, calling for better paternity leave in Britain. As far as PR stunts go, it was impressive. But is the UK’s paternity benefit really that bad? Or is the real problem the perception of taking paternity leave?

Britain currently has the worst offer of paternity leave in Europe, consisting of two weeks of statutory leave, which is currently paid at £184.03 per week or 90 percent of their average weekly salary – whichever is lower. And while, since 1 April this year, new paternity leave legislation allows it to be taken in non-consecutive weeks and at any time within the first year after birth or adoption. Has Britain really gone far enough?

We only have to look to predictable jurisdictions like Sweden, where both parents have access to up to 480 days of shared leave, paid at flexible levels starting at 80 percent of the employee’s salary, to know the answer. So how can employers in Britain take real steps towards promoting a more family-friendly culture?

Making business sense

The business case for expanded paternity leave is clear. From attracting and retaining employees, supporting employee engagement and satisfaction, and ultimately driving performance, the immediate rewards are clear. There is also a broader aspect to consider, including reducing the gender pay gap (we know it widens once women reach childbearing age) and creating more diverse and inclusive teams. Research from the Center for Progressive Policy, Pregnant and Then Screwed and Women in Data found that countries with more than six weeks of paid paternity leave have a 4 percent smaller gender pay gap and a 3.7 percent smaller employment gap.

Supporting working fathers and co-parents means supporting working mothers and unless you do this, your International Women’s Day campaign will feel very superficial.

Changing expectations

There is a cultural change underway that employers must also take into account. This goes beyond the impact that flexible and hybrid working has had on employee expectations. There is a fundamental generational shift taking place as older Generation Z enters the stage of life where paternity leave will be a consideration for them in terms of their career choices.

This shift can be seen in how organizations are starting to normalize enhanced leave. Steps such as the use of ‘parental leave’, for example, immediately make the policy more inclusive, help create a more level playing field and place value on parenthood.

Invisible barriers

Despite legal changes, a plethora of hidden factors in the workplace are preventing new fathers and co-parents from taking their paternity leave benefits, creating an additional barrier to normalizing paternity leave culture. The same report from The Center for Progressive Policy, Pregnant Then Screwed and Women in Data shows that one in five (22 percent) fathers and partners who qualify for paternity leave actually don’t take any leave at all. Reasons include cultural biases, career advancement concerns, and especially financial concerns. The report shows that 43 percent of men who returned to work early cited financial problems as a reason for not taking up their full entitlement to this benefit. This highlights the need for employers to look at increasing their parental leave offering, ultimately making it more financially attractive or possible to take time off to spend with their family.

Behavior starts at the top

How can we start to break the prevailing stigmas surrounding taking paternity leave? We need to change the perception of employers and employees. We need to see more role model behavior from our leaders, showing that it is ‘OK’ to receive your entire allowance – however you share it with your partner. The reality is that your people are unlikely to take advantage of it unless people in higher positions influence family leave.

New parents can also be supported with initiatives such as return-to-work coaching, so they can access support and resources to address their concerns about making the most of this time. Can you make the leave more flexible? Are there options to temporarily adjust the working pattern of new parents to support them?

When we look at the life cycle of an employee, this early stage of having a baby or young child is – as any parent will tell you – very short. This small investment can pay off for your business at this critical time, as a destination employer where you want your people – including parents – to work, thrive and ultimately stay.

Emma O’Connor is legal director and head of HR training at Boyes Turner