What employers need to know about federal leave entitlement changes

A leading human resource management academic has urged employers to "go beyond legal requirements" to meet the emotional needs of staff during traumatic life events, as workplaces prepare for an expansion of leave entitlements.

The changes, which come into effect from December, will apply to federal government employees and employees of federally regulated organizations and broaden leave options for pregnancy loss, bereavement and adoption placement.

Employees will have access to pregnancy loss leave, allowing time off after a miscarriage or stillbirth, extended and more flexible bereavement leave, and new placement leave for those welcoming a child through adoption or surrogacy, according to Ascent Employment Law. 

Duygu Biricik Gulseren, assistant professor at York University School of Human Resource Management, said there was still a lack of understanding around these experiences from a behavioral and perceptual perspective.

Biricik Gulseren said this lack of understanding often translates into employees feeling unsupported, while managers are unsure how to respond appropriately. 

The emotional toll is compounded when policies fail to meet real needs. For example, bereavement leave is commonly limited to three days, a timeframe that is often insufficient for genuine recovery, she says. 

Policies relating to pregnancy loss or placement leave are often minimal or unclear, leaving employees without guidance during deeply emotional times. 

“Expecting employees to return fully functional after such a short period may be unrealistic and even harmful,” Biricik Gulseren said.

“While policies and norms are slowly improving, organizations often need to go beyond legal requirements to truly meet employees’ emotional and practical needs during these sensitive life events.

Flexibility and personalization in leave policies 

When it comes to updating leave policies, Biricik Gulseren emphasizes the need for flexibility and personalization, such as allowing managers to adjust leave duration, offering phased returns and providing additional resources such as counseling or peer support.

“Employees come from diverse backgrounds, have different family situations, and varying levels of support, so a one-size-fits-all policy is unlikely to meet everyone’s needs,” she said.

“By prioritizing individualized approaches, organizations can better support employees during emotionally challenging times while fostering a culture of empathy and understanding.” 

Operationally, HR teams face significant hurdles in implementing these leaves. The unpredictability of when an employee will need leave or when they will be ready to return complicates scheduling and workload planning, she said.

“One of the main operational challenges HR faces is that creating a single policy to cover all employees’ needs – across payroll, benefits and scheduling – is inherently difficult,” Biricik Gulseren said.

Ensuring uninterrupted benefits during leave is also critical, as financial stress can exacerbate the emotional strain, she says. 

“It is essential that employees’ benefits continue uninterrupted during leave. This ensures that they can focus on their family and health needs without additional stress or financial pressure,” she explains.

Making new leave policies work within HR and payroll systems

Integration of new leave policies into existing HR and payroll systems requires a methodical approach. Organizations must first understand the unique needs of their workforce. 

“Each organization has unique workforce dynamics, demographics and role types, so analyzing the organization as a whole with family-friendly policies in mind is a crucial first step,” Biricik Gulseren says. 

Clear communication and dedicated HR contacts are equally important. Employees often do not know what support is available or whom to contact, and having a point person can prevent bottlenecks, she says. 

“Timely responses from this contact help prevent bottlenecks and ensure employees feel supported,” she says.

Manager involvement is also critical, as they facilitate leave and manage workload distribution. Biricik Gulseren emphasizes that flexibility should guide every stage of the process. 

“Flexibility should be a guiding principle throughout the process, including during the transition period, to accommodate employees’ unique needs,” she says. 

Supporting employees beyond policy

Creating a culture where employees feel safe taking leave requires more than policy alone. Role modeling by leaders and managers is essential. Openness and normalization of these conversations can further reduce stigma, she says. 

“When managers themselves take leave when needed, it signals to employees that it is acceptable and supported,” Biricik Gulseren said.

“Encouraging conversations, using thoughtful and supportive language and framing these experiences as legitimate and understandable life events sends strong signals to employees that their needs will be respected.”

Progressive leave policies also impact retention, engagement and employer branding. Employees increasingly expect organizations to recognize them as whole individuals rather than just workers. Employer branding benefits similarly, as organizations demonstrating support for family-friendly policies signal that they value employee well-being.

“Employees are more likely to remain with employers who acknowledge them as whole individuals rather than just workers, fostering long-term loyalty,” Biricik Gulseren says. “Acknowledging employees’ human needs through progressive leave policies strengthens organizational relationships, engagement and reputation.”

Ultimately, Biricik Gulseren believes that organizations should go beyond compliance to embed trust and empathy into their culture. Many workplaces, she notes, are still debating whether to provide support at all, rather than focusing on how to implement it effectively.

“A human-centered approach is essential; once employees are truly seen as whole individuals rather than just labor, organizations will naturally have the motivation to devise meaningful policies and practices,” she says. “Once the values of family-supportive and compassionate policies are internalized, organizations will be better positioned to develop and apply policies that genuinely meet employees’ needs during sensitive life events.”