Leslie Forde

When organizations force people to choose, between their work and their identities as caregivers, or the immediate needs of their families, the employer won't win. So, approaching flexible scheduling requests from parents, with thoughtful, empathetic and inclusive policies, benefits everyone.

Consider a holistic impact to business needs, including how honoring employees' needs for scheduling flexibility, impacts their loyalty, engagement and overall tenure with the organization. Employee turnover is not only expensive, but disruptive and often, corrosive to overall morale. So, if you can honor your employees needs to integrate caregiving and family responsibilities with their work, there is often a positive ripple effect across the organization. Because others will realize they can also navigate the unpredictability of work, life and caregiving, with greater confidence and less stress, by having support from their employer.

Consistency in how organizations approach and communicate requests from parents is key to creating trust and psychological safety. Many organizations leave scheduling requests to the "manager's discretion" but that can translate into uncertainty for employees and missed opportunities for organizations to demonstrate commitment to wellbeing and flexibility in a tangible way. Consider whether requests to adjust schedules are temporary, for example, when an employee is returning to work from parental leave they will likely benefit from returning to their schedule gradually. Versus a more permanent change, like when an employee plans to relocate to another time zone or wants to be available to their children after school.

Although many employers will accommodate individual needs, there's often strength in numbers when trying to negotiate or change a policy like parental leave. I've spoken to parents who have done this successfully within a group. Either through their parent Employee (or Business) Resource Group or with a committed team and strong executive sponsorship. The business case should include some financial estimates: i.e., estimated value of improved retention. It often costs 1/3 or more of a salary to replace an employee who doesn't return from leave. More effective recruitment, including women into leadership. And productivity gains when employees return with more rest, bonding time with their child(ren) and time to secure childcare.