In our work around paid family and medical leave, we heard businesses often ask the following questions:

• What is the return on investment (ROI) from implementing a paid leave policy?

• What metrics should we track?

• How do we do good by our employees while also doing good business?

On June 19, Panorama and the American Sustainable Business Council co-hosted a webinar for U.S. business leaders to address these questions and more. The webinar, titled “Measuring the Business Impacts of Paid Family and Medical Leave” and moderated by Chris Lu, Senior Strategy Advisor for FiscalNote and former U.S. Deputy Secretary of Labor, featured these speakers:

• Nicole Collier, Director, Policy and Public Affairs, Nestlé

• Siobhan Mullin, Finance and Human Resources Manager & Co-Owner, South Mountain Company

• Stephen Weltz, Workforce Analytics Manager, Human Capital Management Institute

Trisha Comsti also shared Panorama’s ROI framework and discuss Panorama’s current project to measure the ROI for companies implementing paid leave policies.

Listen to the full webinar below.

To further explore the motivations and challenges companies face in implementing and tracking paid family and medical leave, we’re kicking off a series of interviews with pledge companies, beginning with Erin Moran, Chief Culture Officer, at Union Square Hospitality Group.

In June 2018 Panorama announced The Paid Leave Pledge to further the adoption of paid leave by U.S. employers. The effort, which galvanizes leading business voices on paid leave around a commitment to share data on the impact of their paid family and medical leave (PFML) programs, aims to build the evidence base to support broad paid leave adoption.

USHG has long been a leader on paid leave, even despite the especially tough environment restaurants, and those in the hospitality industry in general, face. A Pew Research study released in 2017 found workers in the leisure/hospitality sector have some of the lowest rates of access to paid family leave with only about 6% reporting the benefit. While seldom discussed, restaurant workers make up the largest single employment group in the United States. If you include hospitality workers the workforce is nearly double that of any other industry in the country. Even more, on average, restaurant workers are the third lowest paying job in the U.S. Again, according to Pew, 30% of workers with household incomes under $30,000 said that they were unable to take leave when they needed it. USHG not only recognized this, but also thought, if employers in this industry can shift their thinking it could be hugely impactful to the future of work.

In 2016 the restaurant group, formed by Danny Meyer, did what they believed to be the right thing in implementing a paid leave policy that includes the same expansive maternity program for both hourly and salaried workers. It was, and still is, a big deal. Many large companies have only recently rolled out equitable benefits across their workforce. Eater NY appropriately covered the significance of Meyer’s groundbreaking move.

The effort didn’t come without consequence or challenge. As with any business, cost is always a consideration. Even more so for businesses, such as restaurants, which often have high overhead and low profit margins. For Chief Culture Officer Erin Moran, it was her proudest moment at the company.

“Our hope is other peers in the restaurant and hospitality industries will see this and be inspired to take action,” said Moran. “We want them to think, if they found a way to do it we can find a way as well.”

Regarding measurement of impact, Moran and team recognize PFML is a long-term return. While you can budget investments and returns such as talent attraction and retention, it is difficult to predict.

Panorama is thrilled to have USHG as one of the first leaders to join the paid leave pledge. Their commitment punctuates their already bold, public statement about how important paid leave is to them. We also hope it inspires others to push their thinking and join the cause.

In celebration of National Parents’ Day, which is celebrated in the U.S. on Sunday, July 22, Panorama staff reflected on what access to paid leave has meant to their relationships with, or as, parents. Being able to bond with a child, or care for yourself or a loved one is a right the majority of Americans simply don’t have. Currently, only 14% of the U.S. workforce has access to paid leave, a resource common in nearly every other developed country. As we celebrate our parents, and what it means to be a parent and shape a child, we find ourselves ever more devoted to helping map a future where all Americans have access to paid leave. Happy #nationalparentsday from Panorama!

“I was so fortunate to have paid leave for both of my daughters.  I had 12 weeks for each, and it was only at about week 10 where I felt I was even beginning to function normally again – I cannot imagine having to go back to work within days of childbirth.” – Gabrielle Fitzgerald, Founder and CEO

“I consider myself incredibly fortunate. I was able to stay pain free during pregnancy. I didn’t have any complications during delivery. And my son was a great sleeper from the start. Even with all that going in my favor, I still found the first eight weeks of parenthood to be overwhelming, emotional, and hard. I feel so lucky that I didn’t have to rush back to work, but had the time to bond with my son and my partner, and to rest and take care of myself.” – Linda Patterson, Vice President

Linda Patterson with her son

“Having been privileged enough to take time with my family when both of my kids were born – that is something I would never trade, compromise, or question. Those moments of discovery and connection are incredible. Each day is something new and amazing when it comes to moments with your kids. Striking a balance between work and family is hard, but having access to paid family and medical leave when you need it means not having to choose between missing those precious life moments and paying bills next month.” – Kimble Snyder, Director

Kimble Snyder's family

“As a parent, having access to paid leave is essential to having a happy, well-balanced life. It means being able to be present with my family for the important moments – whether they’re major milestones like first steps or going for a walk on a sunny afternoon.” – Trisha Comsti, Program Officer

Trisha and her family

“Access to paid leave meant that my husband and I could both be home after the birth of our first child. Those irreplaceable first few months together allowed my husband and I to work as a team as we figured out what it means to be parents.” – Cate Blair, Program Officer

Cate with her son

“Paid leave as a benefit was never something I thought much of, until I received a phone call that changed everything. When my mom had a stroke, and my siblings and I became instant caregivers, the reality of what paid leave means came immediately into focus.” – April Matson, Communications Officer

April's tattoo honoring her mother

Share your story with us or on social media with the hashtags #nationalparentsday  and #paidleave.

By Kimble Snyder, Director, Panorama

My father was born during the depression to tenant farmers.

The lifestyle meant early mornings and late nights, hard work and questionable income. As he came into adulthood, he took the road less traveled, putting himself through college to become an actor. To describe my father as a man of tenacity might be an understatement – he took himself from a one-room schoolhouse to a master’s degree, and from a wardrobe made of old grain sacks to one created by costume designers.

The similarities between his life on the farm and that on the stage may not be completely obvious, but each present a unique set of challenges not too far removed from the realities of the independent workforce we see growing today. The work is hard and inconsistent, it leaves the worker without protections or security, and there is no telling what the next move will be.

By the time I was born my father was 50 and had managed to find a cadence in these ebbs and flows. It was from him that I learned about what it meant to have a work ethic. He taught me to find solutions for anything that didn’t work, the meaning of “an honest day’s work,” and how to make the most of what was in front of me. Without knowing it, that laid the foundation for a future where I would work to align business and worker priorities.

A series of seemingly disconnected moments led me to a position with the Obama administration, and a period in my life that I will always hold in the highest regard. Part of my time there was served at the U.S. Department of Labor (DOL), where my fellow colleagues worked tirelessly to ensure that people, like my father, have the protections and supports necessary to be successful. Throughout my tenure at DOL, I frequently joined forces with businesses to advance worker needs, overcoming the prevalent narrative that what is good for workers is bad for business.

In that role, I came to understand the value of uniting unlikely allies and had many opportunities to create moments where seemingly conflicting perspectives were able to share common ground. The experience forever shaped my own views, and I vowed to continue the work of furthering worker-centric supports into the future.  

As I pondered the next step in my career, I was introduced to Gabrielle Fitzgerald, CEO of Panorama. She gave me the opportunity to think about how Panorama’s work with companies on paid leave might grow to encompass the needs of a changing workforce.

It was during these conversations that my father was abruptly rushed into an emergency heart surgery. His recovery was complicated, and he found himself in a rehabilitation facility. It was while sitting just a few feet from his hospital bed that I finished writing my proposal on this work – and in those moments I realized that while my passion for this work had always been clear, never had it been so poignant.

Shortly after, I joined Panorama – were I have the opportunity to lay the groundwork for business-led solutions that advance the needs of a changing workforce. We believe that a dependable livelihood should be a reality for all people and that the contributions of a diverse group of people is essential to driving innovation in the coming decades. This becomes a reality when all workers have the support they need to thrive, and employers see worker-supports as essential to the cost of doing business.

Regardless of where we come from, we all have to work hard to balance our jobs and the personal demands of our lives. I am inspired by the innovative ways businesses are leading the charge and look forward to working with these leaders to ensure that all American’s have the opportunity to thrive at work and at home.

Thanks to my dad for showing me the way.

Effort is a step toward strengthening the evidence base for employer adoption of paid leave

SEATTLE, June 6, 2018 - Today Panorama announced a partnership with Nestlé, Union Square Hospitality Group, Limeade, Burton Snowboards, Busboys and Poets, and TCG, among others, to further the adoption of paid leave by U.S. employers. The Paid Leave Pledge, which launched today, galvanizes leading business voices on paid leave around a commitment to share data on the impact of their paid family and medical leave (PFML) programs and calls on others to join. The effort has gained endorsement from former Deputy Secretary of the U.S. Department of Labor, Chris Lu, who acts as an advisor, and JUST Capital, who provides support for data collection analysis.

“We are excited to partner with industry leaders on this important work, and are calling on other employers who track the impact of their policies to share what they have learned,” said Kimble Snyder, Director at Panorama. “By collectively building the evidence base, businesses can ensure that more Americans have access to the resources that help them thrive both at work and at home.”

For Nestle, the pledge reinforces the company’s efforts to implement a range of parental workplace support policies launched in 2016 and designed to improve health and wellbeing outcomes for families. In addition to a broad network of parenthood support resources, Nestle offers primary caregivers up to 14 weeks of paid leave and an additional 12 weeks of unpaid leave following the birth or adoption of a newborn child.

This founding cohort of business leaders has carefully considered how they can improve the quality of life for their employees and their families through internal, worker-centric policies. Over the next three months, Panorama will be reaching out to companies, businesses large and small, across a range of industries to gain additional commitments, with the forthcoming round of adopters slated for announcement in September 2018. Throughout a yearlong cycle, the consortium of businesses will share strategies and best practices, leading to the release of data impacts in summer of 2019.

“Through our work with the private sector at the Department of Labor, we repeatedly heard from businesses that the hardest thing was not having strong data on the impact of PFML policies,” said Lu. “Ultimately, there is a gap in data and this initiative is an important step toward addressing it.”

Tracking the results of paid leave requires flexibility, given the specific needs of each business, but there are some broad areas of impact that apply to businesses universally. In conjunction with the pledge, Panorama is developing a return-on-investment framework to provide employers with a comprehensive model of costs and benefits relating to a paid family and medical leave policy. Starting with a flexible approach is a recognition that, while not all business models are the same, there is value in better understanding the specific needs across industry sectors to protect both the wellbeing of workers and the sustainability of business.

“We’ve seen encouraging data thus far that suggest robust paid leave programs can lead to positive health outcomes and foster a more committed workforce,” said Judy Cascapera, Chief People Officer at Nestlé USA. “There is true power in this data and we hope to encourage other likeminded companies to share their analytics and learnings as we collectively work across industries to build even stronger programs for employees and their families.”

The pledge is a great opportunity for companies to better understand how to make workplace flexibilities work, and for those leading the way on these models to inspire others. Panorama serves as a trusted ally for businesses looking to expand or launch paid family and medical leave programs through its work on The Paid Leave Project. Access resources for businesses, learn how to participate in the paid leave conversation, and join future events at www.uspaidleave.org  

Effort will strengthen business case for voluntary employer adoption of paid leave

SEATTLE, April 9, 2018 – The Paid Leave Project, with support from the Robert Wood Johnson Foundation, will study how employers monitor the impact and track the outcomes of their paid leave programs. Encouraging employers to share their data externally, and supporting them in doing so, will help build evidence to address one of the largest concerns around paid leave adoption—cost.

Today, there is no standard approach to calculating the business value, health impacts, or general return on investment of paid leave. In the absence of a national policy, paid leave is a benefit some companies choose to offer. Employers looking to build a business case need data to understand the investment and impact. The Paid Leave Project is helping by developing measurement guidelines, sharing best practices and amplifying the voices of businesses.

“The next wave of employers looking to voluntarily offer paid leave want data,” said Angela Romei, director of The Paid Leave Project. “We believe that encouraging and supporting those who already offer paid leave to share their data and business results externally will reduce overall fear around costs and barriers to adoption.”

Tracking the results of paid leave requires flexibility, given the specific needs of each business, but there are consistent metrics and costs that will apply universally. To start, The Paid Leave Project is focusing on three areas: cost, business results, and health outcomes. Within these areas, success measurements include employee attraction, retention, engagement, morale, and changes in infant and parent health.

Tracking data is still the missing link in understanding the true impact of paid family and medical leave. Faced with a changing workforce, employers in every sector are exploring the impact of benefits like paid leave to productivity and their bottom lines.

Established in 2016 by Panorama, The Paid Leave Project works with employers to demonstrate the business case for paid leave by sharing research and resources. The team engaged with more than 470 large employers in 2017 to learn their paid leave stories and published a report on the findings. It was through this initial work with large employers that the need for measurement, or the return on investment, of paid leave was raised.