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!
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.
As much as we may wish we didn’t need external validation, for most of us, this simply isn’t the case. For the month of January, we polled people in our Wondering Wednesday series on LinkedIn to learn more about how employees prefer to receive positive feedback and what kind of feedback feels genuine. Employers of all sizes need to think about how to create a culture of recognition in the workplace. Employees who feel valued and appreciated are more likely to feel confident and motivated, are less likely to “quiet quit” or feel burned out, and are motivated to be more productive ― so it behooves managers and employers to take the time to demonstrate not just recognition but meaningful recognition for their employees’ hard work.
Last month, when we focused on delivering difficult feedback to employees, we mentioned the importance of giving regular, real-time feedback so employees don’t feel caught off-guard by learning about problem areas in their annual reviews. The same is doubly true for positive feedback. Partly this is because the longer it takes for managers to recognize employees, the less likely employees are to see the affirmations as authentic, and partly this is because of negativity bias, which can make it harder for people to accept constructive feedback. The bottom line is that you never want feedback to come as a shock to the employee, and we were thrilled to see that 75% of our survey respondents reported receiving positive feedback in real-time. (Last month’s survey found that 68% of our respondents received difficult feedback in real-time as well.)
Why, then, do so many employees come away from their mid-year or annual reviews feeling un- or under-appreciated? When receiving feedback, many people tend to hyperfocus on the negative feedback and not fully absorb the positive feedback. This means that managers need to work twice as hard to ensure those positive messages stick in their employees’ minds, particularly during mid-year and annual reviews, which take a bigger-picture view than the day-to-day and may thus overshadow those smaller wins.
To help positive messages get through the negativity bias, we suggest managers be specific with feedback: identify the situation, its impact, and your gratitude to your employee, all in one package. An example could be something like, “The training session you did in March about overcoming negativity bias was fantastic; we’ve all been working on identifying and challenging our negative thoughts when that bias creeps in, and I appreciate how much work you put into the presentation.”
Recognition for a job well done can take many forms, both tangible and intangible. Gift cards, company swag, and bonuses (tangible forms of recognition) are all good ways to show appreciation, but it’s the intangible rewards that employees find most meaningful ― the ones that feel genuine and really make them feel appreciated. These underappreciated options can include frequent kudos in team meetings, private feedback from a direct manager, an Employee of the Month recognition, spotlighting an employee on social media, and so on. For companies with tight budgets, this is great news: it’s not about material things, it’s about words of affirmation and appreciation.
Our survey results found that a whopping 76% of employees find private feedback from their manager to feel the most meaningful to them. This makes sense when you think about it: your manager is the person who ultimately rates your performance and has the most impact on your career development at the company.
But we can’t forget the other 24% ― the ones who didn’t find private feedback to be the most meaningful form of recognition. It’s important for leaders to recognize that each of their employees may have a unique answer to how they like to receive recognition for a job well done. Some may appreciate a public shoutout in front of their teammates; it might make them feel special and motivated. But others may be embarrassed by all the attention being focused on them; it may make them underperform to avoid such a scene in the future. In other words, what works for one employee may not work for another.
As always, our advice to managers is to simply ask your employee what their preference is. It might sound obvious, but 75% of our survey respondents reported that their manager had never asked them how they would prefer to be recognized for a job well done. Just like you tailor your management style to each employee, you also want to tailor the way you recognize them: public versus private, written versus verbal, gifts versus words of affirmation. Don’t assume you know what they want; asking directly will demonstrate how much you value them as an individual on your team.
When it comes to peer recognition, our survey respondents were evenly split between preferring private kudos from a peer and preferring public kudos in a team meeting. This 50/50 split of total opposites reinforces the importance of directly asking. Some people are more comfortable in a one-on-one setting even with peers, whereas others might specifically want peer recognition to occur in a team setting to ensure their higher-ups hear the praise.
One thing is clear, though: none of our survey respondents (0%) wanted to receive peer recognition via their manager. The reason positive manager feedback is ranked so highly in importance is because it is feedback that comes from the manager ― it just doesn’t have the same impact when they’re telling you about someone else’s feedback.
Want to participate in the conversation or see the results for yourself? Head on over to the HR Solutions At Work LinkedIn page, where we post a new poll every Wednesday!
Happy New Year! Many companies perform annual employee reviews at the beginning of the year, so for the month of December, we polled people in our Wondering Wednesday series on LinkedIn to learn more about how and when employees receive feedback from their managers. Be sure to check out our tips below before you sit down in the next few weeks with your direct reports to provide feedback.
Overwhelmingly, respondents reported that they receive feedback from their managers regularly. This is great news; it tells us that companies and managers are doing a better job of giving real-time feedback than they did in the past, when feedback was typically only delivered in annual reviews. Times have changed, and workers are much happier with this cadence of feedback than in the past.
However, the majority of the feedback managers give on a regular basis is positive — and difficult conversations need to occur regularly, too.
Nearly half of our survey respondents reported feeling caught off-guard at their annual review by unanticipated feedback they wished they’d heard earlier in the year. This seems counterintuitive: employees are receiving more real-time feedback than ever before, and yet they’re still finding themselves caught off-guard during annual reviews.
Three factors may be at play here:
Given all of that, what time of day is best to give feedback, especially if there are areas of improvement to discuss?
Receiving difficult feedback at the beginning of the day might ruin the employee’s day and distract them from their work; on the other hand, they might feel sharpest in the morning and be better able to tap into their capacity to absorb and act on the information. This could give them the best opportunity to correct their mistakes, contributing to their general satisfaction with their own job performance.
Receiving difficult feedback at the end of the day may give the employee the chance to go home and process their feelings without being distracted by work or having to act like nothing is wrong if they are upset; on the other hand, they might be too tired by the end of the day to self-regulate their feelings and to fully process what they’ve heard, lessening the impact of the feedback. The timing of the feedback may also create an unintended consequence of disrupting the employee’s work/life balance if they are still processing what they heard after they’ve clocked out for the day (i.e., they are unable to “leave work at work”).
So how is a manager to know when to give feedback? In agreement with a 2016 study from researchers at the University of Toronto, respondents to our survey overwhelmingly said they prefer to receive feedback, especially difficult feedback, at the beginning of the day rather than the end of the day. Note that these answers may be hugely dependent on the individual’s personality, on their manager, and/or on the industry, so managers should remember that there is no one-size-fits-all approach.
Our advice? Ask your employees what they would prefer. We guarantee they’ll be grateful that you considered their preferences.
Want to participate in the conversation or see the results for yourself? Head on over to the HR Solutions At Work LinkedIn page, where we post a new poll every Wednesday!
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