Why pregnant employees need more than just leave policies
The workplace landscape is changing, yet many companies still rely primarily on maternity leave policies as their main support for pregnant employees. While these policies are necessary, the evidence suggests they’re far from sufficient in creating truly supportive environments for expectant and new mothers in today’s workforce.
The limitations of leave-only approaches
While paid parental leave is undoubtedly important, the statistics reveal a troubling reality. Though 98% of mothers express a desire to return to work after maternity leave, only 13% feel that full-time work is a viable option. Even more concerning, 79% of mothers who attempt a full-time return end up leaving their jobs, and 43% never return to their roles after maternity leave.
These numbers highlight a critical gap between intention and reality—one that standard leave policies fail to address. When the only accommodation for pregnancy is time away, we miss the opportunity to create sustainable working environments that retain valuable talent.
Creating comprehensive support structures
Forward-thinking organizations recognize that pregnancy support needs to extend throughout the employee journey, not just during the leave period. Truly effective workplace pregnancy support encompasses multiple dimensions:
Flexible work arrangements
Flexibility may be the single most important factor in retaining pregnant employees and new mothers. The evidence supporting this approach is compelling—flexible workers generate 43% more revenue for companies and show a 20% increase in performance.
One in three Americans now engage in flexible work, up from one in six in 2022. Interestingly, 68.7% of flexible workers actually prefer working 40+ hours per week—they just need those hours structured differently to accommodate the unique demands of pregnancy and parenthood.
Workers with access to high-quality flexible schedules experience better work-life balance, higher job satisfaction, and significantly less burnout. This suggests that the issue isn’t that pregnant employees or new mothers want to work less—they simply need to work differently.
Wellness resources and support services
Physical and emotional wellbeing during pregnancy and the postpartum period requires specialized resources. Companies that provide access to health coaching, mental health support, and pregnancy-specific wellness programs create an environment where employees can thrive during this transformative time.
Postpartum emotional support is particularly crucial during the first six weeks after birth, when new mothers are navigating profound physical recovery alongside the emotional adjustments of parenthood. Organizations that recognize and address these needs demonstrate a more nuanced understanding of what pregnant employees and new mothers actually need.
Leadership understanding and accommodation
When leaders understand the physical and emotional realities of pregnancy, they can create more accommodating environments. This includes regular check-ins without micromanaging, reasonable adjustments to performance expectations, and willingness to adapt workspaces for comfort.
Protection against pregnancy discrimination—which remains distressingly common—requires proactive leadership engagement and clear policies. Leaders set the tone for how pregnancy is perceived in the workplace, either as a burden to be managed or a normal life experience that deserves support.
The business case for comprehensive support
Supporting pregnant employees isn’t just the right thing to do—it makes business sense. With 60% of employers believing their leave benefits influence talent retention, companies that go beyond basic leave policies stand to save significantly on recruitment and training costs.
The productivity gains are equally compelling. Rather than pushing pregnant employees into rigid structures, companies can tap into the proven performance boost associated with flexible work arrangements. Organizations known for supporting pregnancy and parenthood also enhance their employer brand, attracting top talent in a competitive market where work-life balance has become a priority.
Best practices for workplace pregnancy support
Organizations looking to strengthen their pregnancy support should consider these evidence-based approaches:
- Offer comprehensive paid leave
Best-in-class policies offer at least 12 weeks of fully paid leave with flexible usage options. UNICEF recommends a minimum of 18 weeks of paid parental leave for optimal health outcomes, with research showing that 16+ weeks of paid leave has significant positive impacts on maternal health.
- Implement flexible return-to-work options
Structured return-to-work transition plans with gradual reintegration, reduced hours, or remote work possibilities during the adjustment period help bridge the gap between leave and full-time return.
- Provide continuing support
Lactation accommodations, childcare assistance, and ongoing flexibility help employees navigate the challenges of working parenthood long after formal leave ends.
- Foster inclusive culture
Training managers specifically on supporting pregnant employees and establishing clear communication channels for accommodation requests ensures that policies translate into lived experiences.
The future of workplace pregnancy support
The most progressive companies are moving beyond merely compliant policies toward truly supportive ecosystems for pregnant employees. Leading companies now offer between 70-90 paid days for maternity leave and 40-80 days for paternity leave.
As the competition for talent intensifies, we’re seeing support expand to include other reproductive health needs. There’s been a 1,300% increase in interest for menopause leave between 2019-2023, and 64% of working American women ages 40-65 want menopause-specific benefits. This suggests a broader recognition that reproductive health impacts work throughout employees’ careers.
Moving beyond compliance to care
The most effective pregnancy support programs reflect a fundamental shift in mindset—from viewing pregnancy as an inconvenience to recognizing it as a normal part of many employees’ lives that deserves proactive support.
By creating environments where pregnancy and work can coexist harmoniously, organizations don’t just retain valuable talent; they build cultures of genuine care that benefit everyone. The evidence is clear: when companies invest in comprehensive pregnancy support that goes well beyond basic leave policies, both employees and employers thrive.
The question isn’t whether your organization can afford to provide comprehensive pregnancy support—it’s whether you can afford not to. In today’s competitive talent landscape, the answer may determine your ability to attract and retain your most valuable assets: your people.