Pierre de Rancourt, MD, COWI IndiaAmidst India's shifting societal dynamics, paternal leave gains traction, reflecting evolving family structures and workforce participation. However, challenges persist in implementing extended paternity leave due to stereotypes and financial constraints. COWI India’s MD, Pierre de Rancourt suggests strategies to address the roadblocks.
In modern India's ever-changing and dynamic societal landscape, where structures are transitioning towards smaller families and households with both parents working, parental leave is becoming increasingly important. This shift can be attributed to changing social norms, economic opportunities, and the desire of both mothers and fathers to participate actively in their careers and child-rearing responsibilities.
The significance of shared parenting and gender equality is being recognized more than ever, and the need for revisiting paternity leave allowance is becoming more apparent. In today's context, the future of paternity leave transcends mere policy implementation; it embodies a commitment to inclusivity and family-centric values within organizational culture. Beyond its immediate benefits, such as fostering stronger bonds between fathers and their newborns, paternity leave signals an organization's acknowledgement of modern families' evolving roles and responsibilities.
Based on the 2022-23 DivHERsity Benchmarking Report conducted by a platform in India for promoting women's careers, it was found that in 2020 and 2021, 14% of Indian companies (including large enterprises, SMEs, and start-ups) did not implement any paternity policies. However, the report indicates a significant decrease in the number of companies without paternity leave policies. Currently, only 6% of companies do not provide any benefits in this area - By establishing and enforcing paternal leave, India can encourage fathers to actively participate in the care of their children and promote equal involvement in parenting.
Roadblocks Ahead
As the responsibilities of working parents continue to evolve, companies are increasingly expected to offer more extended paternity leave policies. Currently, the Central Civil Services (Leave) Rules of 1972 allow male employees to take up to 15 days of paternity leave before or six months after the birth of their child.
However, implementing comprehensive paternity leave policies presents several challenges. One significant obstacle is the stigma surrounding men taking extended time off for caregiving responsibilities. Societal norms and workplace cultures often perpetuate the idea that caregiving is primarily a woman's role, making it difficult for men to take paternity leave without fear of judgment or career repercussions.
Companies must actively combat these stereotypes – or sometimes unconscious bias through education and advocacy initiatives, fostering a culture that celebrates work-life balance for all employees. Another essential aspect is that implementing extended paternity leave policies may have financial implications for companies with limited resources or facing competitiveness challenges. Providing paid leave to employees while maintaining operational efficiency and profitability requires careful planning and resource allocation. Companies must weigh the costs of implementing paternity leave policies against the potential benefits, including improved employee satisfaction, retention, and productivity.
Strategies to rise above hurdles
In many organisations, there are commonly held beliefs or preconceptions. For example, one such belief is that employees who have specialized roles require backups. Organisations must address these notions, particularly when employees take parental leave, and ensure that necessary support is provided to prevent any negative impact on team dynamics. Additionally, organizations can proactively plan and have backup options for employees who take paternity leave.
Moreover, organizations can consider inventive methods like job sharing or remote work setups to accommodate parental duties while maintaining productivity. Other strategies that could be implemented are:
We are creating successful communication strategies to eradicate the negative perception of men taking time off for paternity leave.
Providing adaptable choices for new fathers to facilitate their re-entry into the workforce, similar to the benefits given to working mothers.
With visible support and endorsement from organisational leadership, efforts to promote paternity leave policies may be able to gain traction. Leadership buy-in is crucial for creating a supportive environment where employees feel comfortable availing themselves of paternity leave without fear of negative consequences. Convincing leadership of the long-term benefits of paternity leave requires robust advocacy and a clear demonstration of the positive impact on employee engagement and retention.
Implementing comprehensive paternity leave policies presents several challenges. One significant obstacle is the stigma surrounding men taking extended time off for caregiving responsibilities. Societal norms and workplace cultures often perpetuate the idea that caregiving is primarily a woman's role, making it difficult for men to take paternity leave without fear of judgment or career repercussions.
Paternity leave in India: What the future holds
As we progress in an era where hybrid working is becoming the norm, organizations bear an increased obligation to foster inclusivity and equality within their workforce. The global pandemic has also prompted companies to rethink conventional work practices. Transforming extended paternity leave as the norm is a significant step towards promoting inclusion, diversity, and fairness within an organization.
The landscape of work is evolving to prioritize diversity, fair benefits and policies for all individuals. Companies are actively working towards establishing a more equitable corporate culture, with greater gender-neutral employee benefits becoming standard practice.
As government regulations continue to develop, numerous private enterprises are already taking the lead. Well-known companies in India are offering paternity leave to their employees, setting a positive example of providing paternal leave to new fathers.
Additionally, India could implement a mandatory shared parental leave policy, similar to countries like Sweden, that is inclusive and not limited to biological parents. Sweden boasts of one of the most family-oriented policies globally, offering a generous total of 480 days of leave, equivalent to 1.3 years. Maternity leave spans 240 days, while paternity leave extends for the same duration. Moreover, Sweden offers transferable parental leave, which can be shared between parents, for 150 days.
Denmark and Norway also have progressive parental leave policies encouraging fathers and mothers to share the leave. Recently, a Denmark-headquartered global engineering and design consultancy has also implemented enhanced paternity leave benefits for its male employees in India. As per this initiative, male employees will be entitled to paternity leave of up to six weeks or 30 working days, both in the case of childbirth and adoption. The move aims to promote a better work-life balance and help them take on a more balanced role while welcoming a new member to their family, and to do so in a well-planned way which is also key to a win-win initiative.
As we navigate the complexities of the modern workplace, the importance of paternity leave in 2024 cannot be overstated. Paternity leave and similar initiatives are benefits and strategic investments in employee retention and organisational success. In conclusion, the future of work is expected to be shaped by practices that prioritize people, challenge stereotypes, and embrace new developments, while being conscious and mitigating potential drawbacks.
About the author: Pierre de Rancourt has been a part of the organisation since 1997 and has more than 25 years of global international experience. Before joining COWI, he worked with Doctors without Borders/MSF and the International Office for Water – International Training Centre for Water Resources Management.
