I was meeting with a client the other day to go over their updated employment policies. When we got to the policies regarding Parental Leave and Paid Family and Medical Leave, she smiled and said “can we pause here for a second? When I had my children 25-30 years ago I got only unpaid leave, and being able to return to work was not guaranteed. It is amazing how the policies and laws today support working families.”
This executive’s reaction is a far cry from the typical reactions I got as a young lawyer in the 1990s trying to explain to clients the “non-optional” job guarantees of the federal Family and Medical Leave Act of 1993. I heard everything from “only women can take this, right?” (wrong) to “The employee is probably not going to come back, so I can replace them, right” (wrong on both counts). I still hear concerns from executives of small organizations about the hardship of doing without an employee for several weeks, but they rarely begrudge the employee their right to time off – their concern is specifically focused on how to manage their team through the time period when they are understaffed.
The good news is that the world of parental leave, medical leave, and other family leave is a far cry from the “bad old days.” When I started working in a law firm, female colleagues didn’t tell anyone at work they were pregnant until the baby was practically crowning, lest their career advancement efforts be ‘mommy-tracked.’ One of my law firm colleagues came back to work two weeks after giving birth so she could work on a trial she had been preparing years for. And several men told me if they took more than the actual birth-day off, their bosses would question their commitment to their job.
The personal experience of one of our HRSAW team members exemplifies how things have changed.
At the risk of revealing my age, I gave birth to my daughter shortly before the implementation of the federal Family and Medical Leave Act. I was practicing law in Massachusetts and was entitled to eight weeks of maternity leave under state law. The catch? It was completely unpaid.
My husband? He received zero parental leave. No time off. No pay. Nothing. The state law allowing eight weeks of unpaid leave to have a child applied only to full-time, female employees.
The federal FMLA took effect shortly after I returned to work. The additional four weeks of unpaid leave it would have provided wouldn’t have helped me anyway – like most young professionals early in their careers, I could not afford more unpaid time off. When I did return after eight weeks, I was exhausted, worried about my premature baby’s health, and running on very little sleep.
Now let’s get back in the way-back machine and return to the present. That premature baby is a talented young professional who recently had a daughter of her own. Here’s what was different for her: four months of paid leave from her employer, with the potential for another two months of partial pay “bonding leave” through Massachusetts Paid Family and Medical Leave. Her husband received twelve weeks of paid leave from his employer, taking one month of it after my daughter went back to work.
I saw the difference with my own eyes. They had five months to adjust to life with a newborn without worrying about how to pay their bills. They had time to bond with their daughter. And a five-month-old adapts to babysitters and daycare far more easily than a premature eight-week-old. Compared to my experience, we are living in a different, family-focused world.
Over the past decades, paid leave for family and medical reasons has become a baseline expectation, particularly among younger workers. Working women in their 20s (a.k.a. “Gen Z”) rank paid leave as their top employee benefit priority, ahead of health insurance, according to 2024 MetLife data. In a 2024 Economist Impact report, 71% of Gen Z workers cited paid time off as a critical factor in selecting a job.
For the generation now entering the workforce, benefits like family support, mental health resources, workplace flexibility, and work-life balance are expected, not exceptional. Employees also evaluate employers holistically; they want to work for an organization that respects and accommodates their responsibilities outside of work, allows remote work where the job permits, and offers flexible schedules. They also tend to be more comfortable asking for accommodations and support for physical and mental health conditions.
Yet we recently noticed what might become a trend of large employers rolling back parental leave and other benefits. In April 2026, Deloitte announced it would cut paid parental leave from 16 weeks to eight for employees in one business segment, along with reductions or eliminations of benefits for PTO, pension accruals, and adoption/surrogacy stipends. Zoom Communications, Inc., trimmed leave for both parents. The rationale for these decisions is not unreasonable – rising healthcare costs, economic uncertainty, and pressure to control spending are all factors. But cutting these benefits risks alienating the generation now entering the workforce for whom these benefits are a top priority.
The market is not uniformly retreating – at least not yet. According to a 2026 Survey by the Society for Human Resource Management (“SHRM”), 46% of the 5,472 employers surveyed now offer paid parental leave — up 7% from 2025. While the headlines describe some large employers cutting benefits, the aggregate data show some employers adding to their overall benefits package.
Whether employers agree with these expectations is almost beside the point. Employers that ignore what employees want are likely to struggle to attract and retain the most talented workers.
No matter how sound the company rationale is, employees who lose benefits are likely to see that as a broken promise, and a message that their personal lives are not important to the employer. For employees who are entering the workforce now, it is not enough to work for an employer that values their professional contributions, they want a job that aligns with, and makes room for, their personal values as well.
The pandemic required employers to invest heavily in the foundations of a workplace culture built around flexibility, well being, and support for working families. Those values became part of many organizations’ employer brands. For a lot of employees, they are part of why they took the job, or why long-term employees have stayed.
Now, some of those employers are pulling back on benefits. Others have announced expanded return-to-office requirements, cutting into flexibility that had become a workplace standard. Changing the workplace norms now, after years of acclimation to the “new normal” of the post-pandemic workplace, feels like a takeaway and can lead to employee dissatisfaction and disengagement.
At HR Solutions At Work, we help employers develop and implement policies and job expectations based on what works best for their company culture. We would love to hear from you about your company’s policies around leave and other benefits, remote or hybrid work, whether things are changing in your workplace, and what reasons are being given for any changes. Scroll down to where you can provide your comments. You don’t need to provide your name or the name of your company, but it would help to know about how many US employees your organization has, and the type of employer you work for (e.g., privately owned, publicly held, government, for profit, not for profit, etc.).
Happy summer! Over the past couple of weeks, I have heard the following comments from in-house HR and employment law clients:
Remember when we thought of summer as a slow work time, allowing us to leave work earlier than usual and even take an “unplugged” vacation to refresh, rejuvenate and connect with friends and family? When was the last time you left work early or took a vacation that was truly “work free?” Is that even possible with the technology that finds us wherever we are? They say that “no one is indispensable,” but sometimes it’s faster and easier to answer a phone call than to prepare our colleagues to address questions while we are out. But HR teams should be modeling the behaviors we tell others are important. For example:
The reality is that summer goes by in the blink of an eye, and is never quite as productive as we had hoped it would be when we “parked” all those projects on our summer to-do list. The fact is that employees are up to 20% less productive in the summer! I get it – in the winter it’s dark when the workday ends and I don’t mind spending an extra hour (or two) getting caught up, but in the summer there are HOURS of daylight after traditional work hours. Working “one more hour” feels like punishment when the dog gives me the “let’s go for a walk” stare, the family wants to grill some burgers, and the restaurants all have outdoor seating that’s full unless we get there early.
It seems most people agree that it’s important to leave work behind and focus on self, family and friends from time to time. That said, HR Teams are often especially busy over the summer, and taking that time can be difficult without added support. Does this resemble what’s on your desk right now, in June 2026?
The HR team encourages staff to “unplug” when on vacation or away from work, so it is not a good look for you to be emailing while you are at your college reunion, visiting day at your kids’ camp rafting in Colorado with your family. But how do you avoid the “September Scramble” to catch up on the things you thought you’d get done in July and August?
These last two may require added support for a temporary period of time – don’t worry – we’ve GOT you!
Our team of HR professionals is always available to add bandwidth to your in-house HR team, whether it’s before, during, or after the summer! HRSAW does not require a membership or minimum usage, you only pay for the work we do. We can help while you sip cocktails on a cruise ship, walk on the beach, visit family, or “staycation” to soak up the summer sun before September (or, more likely, finish the at-home to-do list you’ve been writing since winter!).
Leave the tasks to us – we will do it in less time than it takes you to remember where you stored the boogie boards after last summer . . . .
Contact info@hrsolutionsatwork.com for a free 30-minute consultation and to learn how we can help you spring into fall with your summer checklist complete!
Happy spring – the flowers are growing and so is HR Solutions At Work!! Please help us welcome the following team members to our outsourced HR and Investigations teams:
Debra Bernardi most recently worked as global HR leader for the International Data Corporation (IDC), and brings a wealth of experience in HR and employee relations. She will be working as a Workplace Investigator and HR Business Partner.
Brenda Valdes-Robles is an experienced trainer who has worked in the leadership teams of several international aid organizations. She is fluent in several languages, including Spanish and Portuguese, and will be an HR and Investigations Specialist.
Anne Thompson’s expertise in corporate governance and board relations will complement our outsourced HR services, including workplace assessments. Anne has worked for both global corporations and not-for-profit organizations.
Alexia Whitaker, who worked at HRSAW from 2024-2025, has returned to her prior role of Workplace Investigator. Alexia most recently worked as EEO Specialist for the Center for Medicare and Medicaid Services (CMS).
HRSAW also has a new affiliation with Julie Bryan of Waypoint Workplace Investigations, who will be an Investigator on our team. Julie is the Founder and Principal of Waypoint, and also worked for several years at Amazon, where she most recently was Senior HR Investigator for Specialized Investigations.
We are excited to meet the evolving and growing needs of our clients with this incredible group of talented individuals!
Send us a message or schedule a free consultation to discuss your organization’s needs.
We’re all familiar with the phrase “work-life balance,” which refers to the idea that we should be able to meet the demands of both work and life in a way that feels manageable. But in an era where work and home often overlap, balance alone isn’t enough. What’s missing is structure: boundaries that protect our time, energy, and well-being.
Work-life boundaries are clear, intentional limits that give people the space to step away from work and truly be present in their personal lives, and also help them be more focused and productive during work hours. These boundaries define when the workday starts and ends, how communication is handled after hours, and what level of availability is expected. Without boundaries, balance is hard to achieve and even harder to maintain. Boundaries are especially helpful for individuals who work from home, either full-time or hybrid, to ensure a dedicated physical and mental space for work time versus personal time.
Organizations that support these boundaries help protect employee well-being, reduce burnout, and foster a culture where people are empowered professionally and personally.
Boundaries help employees thrive and contribute to the organization’s success. When boundaries are hard to maintain, employees may be more likely to leave, have lower productivity, or “quiet quit” (i.e., stay in their job but disengage emotionally and put in minimal effort). Conversely, organizations that help employees maintain work-life boundaries often see stronger morale, improved retention, and higher engagement. When employees feel empowered to disconnect from work during their personal time, they bring renewed and focused energy to their work time.
Employers and individual managers should build a culture and model habits that reinforce boundaries. Small shifts in mindset and behavior can send a powerful message to employees that their organization wants to help them prioritize work during work time and personal needs during non-work time.
Leadership can set the example by:
Small, intentional actions like these can help build trust and reinforce that people are valued as whole individuals, not just as employees. Over time, these actions help shape a culture where boundaries are respected and balance is built into everyday work, not just written into policy.
Organizations that support work-life boundaries are investing in long-term performance, loyalty, and culture. In a world that can feel like we are always “on,” the best workplaces create space to truly disconnect.
Boundaries work best when organizations support them. Employers can help support work-life boundaries in a variety of ways:
When both employers and employees maintain effective boundaries, work time becomes more focused, personal time is more meaningful, and burnout becomes less likely.
Employers can enhance employee engagement in many ways, from policies to practices that respect employee boundaries. The professionals at HR Solutions At Work can help with communication strategies, culture assessments, policies, surveys, and training. Send us a message or schedule a free consultation to discuss your organization’s needs.
In many of the investigations we have conducted, employees who reported workplace issues said they would have preferred to resolve the matter informally, but their concerns were either ignored or minimized. Filing an internal report is often a last resort to get an issue addressed before an employee decides to resign or take other, more adversarial, action.
Early, intentional, and active listening can help employers learn about and address an issue before it escalates into complaints, employee resignations, and/or legal action, all of which mandate an employer response. Moreover, employees who feel heard and appreciated tend to have high levels of engagement and retention.
Resolving conflict starts with understanding not only what happened but also how the underlying incident affected the employee’s workplace responsibilities and interactions. Expressing empathy for what the employee is feeling builds trust in you and in the employee relations process; as a result, employees are more likely to feel safe enough to share what is happening.
Recognizing early signs of conflict and responding quickly can be key. Signals of unresolved conflict may take the form of an offhand comment in an email or one-on-one, reduced engagement in team meetings, or incomplete tasks. When these signs occur, it’s important to inquire further by asking questions, listening, and quickly responding to any concerns that are communicated. For example, asking an employee who seems to be struggling with a task if they have everything they need to get the project completed might reveal a concern about or issue with a colleague.
Although time is often limited during the workday, there are practical tools and approaches that can support the early identification and assessment of workplace concerns. For example, many managers hold regular check-ins or one-on-one meetings with their team members. These conversations are an opportunity to ask how employees are feeling and not just what they’re working on. Skip-level meetings are another useful method, allowing leaders to connect directly with employees two levels below them to make it easier for employees to speak up and share concerns that might not otherwise be shared.
Other proactive tools include pulse surveys, stay interviews, and exit interviews, all of which can quickly gauge how employees are feeling. Individually, these tools may not catch everything, but they’re effective, accessible ways to identify concerns early and learn from them.
Although listening may sound simple (pun intended), it’s a skill that evolves with time, intention, and practice. Interactive training using realistic case studies can help managers develop their skills for listening critically and responding appropriately.
These tips can help support more present and thoughtful listening:
While listening is essential, taking action is important, too. Failing to respond or act on what was shared can damage trust, causing employees to withdraw and problems to potentially worsen. Taking action shows employees that their concerns matter, encourages open communication, and helps prevent problems from getting worse.
Although conflict can still occur, most issues handled early and thoughtfully help build trust, reduce formal complaints, strengthen relationships, and keep employees engaged and committed. Listening with care sets the tone for faster, more considerate outcomes. When listening is genuine, resolution becomes more timely, more human, and more respectful.
If your organization would like to learn more about proactive employee relations, pulse surveys, exit interviews, stay interviews, investigations, or training, our team of experienced Employee Relations professionals, HR professionals, and employment lawyers at HR Solutions At Work can help! Send us a message or schedule a free consultation to discuss your organization’s needs.
In today’s always-connected world, it’s tempting to send a quick email or direct message (e.g., using Slack or Teams) outside work hours — and just as tempting to expect a quick reply. But for employers, allowing employees to work after hours can create legal and financial issues related to non-exempt employees, as well as cultural and employee engagement issues with all employees.
State and federal wage and hour laws require employers to pay non-exempt employees (typically hourly workers) for all time worked — including time spent checking emails or responding to texts or messages — even if that work is done outside typical work hours. Even “off-the-clock” tasks that take just a few minutes can add up. If an employee answers a late-night message or takes a call on a weekend, that time is compensable — and it could push them into overtime.
It’s also important for managers to think before they hit “send” after hours, because there might be an implicit message that an after-hours response is expected. Employees don’t always log the time they work outside regular business hours, but the burden is still on the employer to pay for the time. If employees do not accurately capture and compensate this time, it can lead to wage-and-hour violations, back pay liability, and potential lawsuits or Department of Labor audits.
While exempt employees (like salaried managers or professionals) are not subject to overtime rules, that doesn’t mean they should be expected to be available 24/7. Constant after-hours device use can quickly blur the line between work and personal life, leading to burnout, disengagement, decreased productivity during core working hours, lower morale, and, ultimately, high turnover.
When the norm becomes “always on,” employees struggle to truly unplug, which can hurt their mental health and long-term performance. Even for highly motivated workers, the lack of boundaries can result in diminishing returns.
Employers should take proactive steps to protect both their organizations and their employees:
Giving employees devices and remote access can be essential for flexibility, but that flexibility comes with the risk of “job creep,” where work extends outside employees’ scheduled work hours. Employers must stay compliant with wage laws by ensuring all time worked is reported and compensated. In addition, employers and supervisors should prioritize employee well-being by setting boundaries that encourage true rest and should model that work-life balance by not sending off-hours messages. In the long run, a team that can disconnect is one that stays not only legally compliant but also energized and engaged.
Need help encouraging employees to unplug after hours or ensuring your organization is staying compliant with wage laws? Our team of experienced HR professionals and lawyers can help! Send us a message or schedule a free consultation to discuss your organization’s needs.
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