Parental leave is a critical career milestone—and one of the most complex transitions HR teams manage. While much of the industry’s focus often centers on maternity leave, paternity leave is increasingly recognized as essential to workplace equity and retention.

Based on an in-depth conversation with an HR leader in the pharmaceutical industry, the following insights highlight what effective parental leave looks like in practice and what HR teams can do to ensure smoother transitions for working parents.

Parental leave is far more than a policy—it fundamentally shapes the health, equity, and loyalty of an organization’s workforce. Extensive research establishes that paid parental leave leads to better child health outcomes, improved maternal well-being, and reduced turnover, strengthening both families and businesses across the board. (Source 1 & 2)

Studies show that paid leave is associated with lower infant and child mortality, higher rates of immunization, and prolonged breastfeeding, which together contribute to better long-term health outcomes for children, and for mothers. (Source 2)

From a societal standpoint, the global landscape remains strikingly uneven (Source 3):

• The average duration of maternity leave worldwide is 16.3 weeks, with nearly 79% of countries offering between 10 and 20 weeks. Only about 9% provide six months or more, and fewer than 5% stretch to nine months or beyond.
• On the paternity side, only 53.5% of countries require it, and the global average stands at a mere 1.98 weeks. Less than 5% offer six weeks or more.

These numbers highlight a significant gap in global policy—but also a powerful opportunity for HR leaders to craft more inclusive, effective approaches to parental support.

While maternity leave often dominates policy discussions, paternity leave is the real test of gender equity. Giving fathers the chance to step away from work during those critical first months doesn’t just benefit men—it directly helps women by normalizing shared caregiving and reducing the career penalties often borne solely by mothers.

In an earlier interview with a sports industry HR leader, we heard how encouraging paternity-leave-for-fathers was seen as a lever for gender equality. Yet, cultural resistance and stigma still held many men back, revealing how entrenched norms can discourage fathers from using the leave available to them.

So, when the same theme was raised again in the pharmaceutical industry, the HR leader was asked directly whether stigma was an issue. His response was immediate and firm:

“I have not lived that as an employee, and I have not encouraged it as a manager. It’s really a valuable time. People usually are very grateful and even more engaged afterwards.”

The contrast between industries underscores a powerful point: culture and leadership tone matter as much—if not more—than the written policy. In organizations where managers openly support fathers in taking leave, uptake comes naturally, and the benefits ripple outward—greater equity, stronger engagement, and healthier teams.

Despite thoughtfully designed parental leave policies, returning to work is often the most complicated phase of the journey.

The pharma HR leader painted a vivid picture of the re-entry process:

• Administrative hurdles such as re-establishing IT access and navigating an overflowing inbox.
• Personal pressure, adjusting to childcare arrangements, breastfeeding or pumping, and daycare logistics.

His words captured it best: “It’s not only coming back to work—it’s really having a new life.”

This sentiment mirrors insights from a candid piece on an HR leader’s deeply personal motherhood journey, which reminds us that the post-leave transition isn’t just professional—it’s profoundly personal. For many, rebuilding a daily rhythm and emotional equilibrium takes months, even years.

When asked for his advice to new parents, he offered a moment of clarity that encapsulates everything effective parental leave should be:

“Take your time. Take your time to come back. You’ve been busy with an important moment of your life. It might take weeks, maybe months, to find your new balance. But you won’t be alone—feel free to share any difficulties so we can find solutions together.”

This isn’t just good advice—it’s a manifesto for empathetic leadership. It signals that leave isn’t a deadline but a chapter—and that the journey back is just as important as the time away.

A successful parental leave program is about more than policy design—it’s built with empathy, flexibility, and active planning.

Here are the key practices that stood out in our conversation—and that echo advice from other HR leaders we’ve spoken with as well:

These best practices align closely with themes in our linked article on HR practices, where the emphasis is on intentional support and realistic pacing.

In a world where parental leave policies range dramatically, pharma HR leaders like this one are stepping into the space beyond compliance.

As he stated, “It’s less about resources and more about empathy, planning, and flexibility.”

That ethos—the willingness to see the parent, not just the employee—is what transforms parental leave from policy into a powerful cultural signal. It’s not just about retaining talent; it’s about doing right by families, and in turn, building resilient organizations that people want to return to—after having growing families.