When we discuss parental leave and workplace flexibility, the focus often centers on women—rightfully so, given the physical and societal demands they face. But what if we shifted the conversation to include men as equally important participants in caregiving? What if normalizing paternity leave and flexibility for fathers could not only ease the burden on women but also transform workplace culture for the better?

A recent interview with an experienced HR manager, sheds light on this vital but often overlooked aspect of work-family balance. His insights challenge us to rethink how organizations and society approach parental leave and flexible work —not just to better support families, but for true gender equality.

He observes an encouraging trend: “I see more and more new fathers requesting, as well, part-time. And willing to invest more time for their family.” This shift marks a move away from traditional gender roles toward shared caregiving responsibilities, paternity leave for fathers is truly on the rise.

⇒ For example, in Germany “for fathers, the increase in the parental leave ratio is more pronounced, though at a much lower level. At 1.8%, the share of fathers on parental leave in 2022 was almost twice as high as in 2012 (1.1%).” (Source 1)

However, despite progressive policies, he emphasizes the persistent stigma men face when requesting flexibility or paternity leave.

“I strongly believe it’s difficult for a senior manager to come back working 80% after becoming a parent.”

This reflects a broader societal mindset where men taking time off for caregiving is still viewed as unusual or even a risk to their career progression.

“Maybe a way to improve women’s situation would be to make it more usual and normal for men to take paternity leave, so women can also work part-time or have flexible arrangements without damaging their career.”

By normalizing paternity leave for fathers, companies can break down these outdated stereotypes and create a more balanced workplace.

Leadership plays a critical role in changing this culture. He points out that while managers might be supportive, the real challenge often comes from top-level executives who are a bit disconnected from new trends. Stressing, “If the leadership is on board and at least a bit open to it, then it trickles down.”

Creating an environment where paternity leave for fathers is openly supported requires visible commitment from leadership. This kind of leadership commitment sends a clear message: taking leave to care for family is valued and encouraged, regardless of gender.

Beyond policy, he emphasizes the need to foster a workplace culture where employees feel safe having open, ongoing conversations about their family and work needs—beginning early and continuing well after the birth.

“We have a conversation when the woman comes to us about the pregnancy, and then also after the birth, because sometimes they don’t know what they want at first,” he explains. “Sometimes we draw an initial plan, and then confirm it after the birth. And sometimes they have no idea, and it takes a bit more time, so it’s really up to the employee to come with the plan.”

This flexibility is essential, as needs often shift throughout the transition to parenthood. By encouraging honest dialogue—not only around maternity leave, but also paternity leave for fathers and flexible work—employers can better support their teams and adapt as needed.

Importantly, his company is also working to shift the internal narrative around parental leave—moving away from seeing it as an “absence.” Since women typically take around six months off, they reinforce that this is a short period in the span of a career, helping avoid long-term penalties or stalled progression.

These open conversations also create space for continued career support—even during leave. He shares that women in his company have been promoted while on maternity leave, because even when they weren’t physically there, their manager was pushing for them.

“When the employee has a strong relationship with their manager, it opens the door to ongoing support and career development,” he explains.

That connection helps employees feel seen and valued, even when they’re away from the workplace. Maintaining this trust allows companies to offer more tailored support—like flexible arrangements or proactive career planning—that smooths the return to work and promotes long-term retention.

Ultimately, normalizing parental leave for fathers isn’t just about time off. It’s about integrating caregiving into the broader arc of a person’s career—and making sure that support doesn’t end once the baby arrives.

Normalizing flexibility for men isn’t just about fairness; it’s about creating healthier workplaces and societies. When fathers can share caregiving responsibilities without stigma, women gain more freedom to pursue their careers without compromise, and children benefit from more involved parenting.

He sums it up: “Treating them both equally, and giving them both the opportunity to do so” is key to achieving balance.

Offering paternity leave for fathers isn’t just a nice-to-have—it’s one of the essential employee retention strategies for modern workplaces aiming to promote gender equality. He notes that while his organization offers extended parental leave to both primary and secondary parents regardless of gender, societal attitudes lag behind.

⇒ A 2025 research paper on gender & society explains: “The combination of traditional gender norms (cultural aspect) and the lack of sufficient childcare infrastructure (material aspect) at the macro level places the burden of unpaid work primarily on women at the interactional level. As a result, women’s professional pursuits remain subordinate to their maternal role, whereas men still tend to pursue stable full-time career trajectories.” (Source 2)

The path forward requires both policy changes and cultural shifts. By normalizing paternity leave for fathers, companies can dismantle stereotypes, support working parents more effectively, and foster an inclusive environment where everyone can thrive.

Parental leave and flexible work policies must evolve beyond a women-centric model. His insights remind us that embracing men’s roles in caregiving—particularly by normalizing paternity leave for fathers—requires more than policy. It takes trust, open dialogue, and leadership that welcomes the conversation.

His advice to employees is simple but powerful: just ask. “Many times people are scared to ask, scared to disappoint the employer or put themselves in a tricky situation, and they don’t ask,” he explains. Encouraging openness helps break down those barriers, allowing companies to identify solutions that benefit both employees and the organization.

“When we value our employees, we want to keep them,” he adds. “Whether someone is working 70, 80, 90, or 100%, you don’t really care—you just want to keep them because they are an asset to the organization. So, build that relationship of trust, and be open and ready to discuss any situation.”

By fostering a workplace where employees feel safe to speak up—whether requesting paternity leave for fathers, flexible schedules, or career support—organizations can build a future where caregiving is shared, and everyone’s potential can thrive.