“I can totally understand why people decide not to have kids.”
So says Sophie, a staffer within the Saatchi & Saatchi network and mother of a 2-year-old daughter. As a new mom, she recalls the confusion and frustration she felt leading up to and during her maternity leave—which at the time was just one week paid.
Prior to her due date, she paid a friend in HR to review her agency’s maternity leave paperwork because, as she put it, “I didn’t have a lot of faith in what my own agency was telling me.” To make matters worse, her employer insisted she work all the way up to her due date “when that was going to physically be impossible,” explained Sophie, whose name has been changed for this article.
Sophie’s story (like other mothers who shared their travails with Adweek on the condition they remain anonymous for fear of reprisals) is in no way an anomaly. Women across the advertising industry have described similar sentiments when it comes to maternity leave. It’s difficult to navigate, state policies are often confusing and offer little compensation, paid leave is a perk and sometimes new moms find their work is scrutinized.
As agencies are increasingly challenged to retain and recruit talent, it’s become clear to many employers that there is a real need to improve benefits if they want to keep the next generation of parents–millennials, who are now 20-36–happy. Especially now as tech companies and brand marketers are dangling generous parental leave packages to woo prospective employees. In fact, 38 percent of U.S. millennials said they would move abroad for better parental leave benefits, per a 2015 study from Ernst & Young, and a whopping 80 percent noted parental benefits are a key reason they would remain at a company.
A public pledge
A number of agencies decided last summer it was better to ban together to address the parental leave problem than to go it alone. Eleven agencies joined forces to try and solve the absence of any uniform policy within the business.
Agencies including global digital product studio ustwo, New York-based Doberman and brand consultancy Wolff Olins founded Pledge Parental Leave—a program designed to implement a universal parental leave system across agencies. Now the group has added over two dozen names, including MDC Partner’s 72andSunny, New York-based Kettle, digitally led ad agency Wondersauce and creative agency Zambezi.
To join, agencies must provide three months of paid leave for the primary caregiver, six months of job security and three months of guaranteed medical coverage. Additionally, all participants must make their pledge public on the company website.
“We want to be an inclusive company and value our people over everything else, but we can’t do that without actually supporting our mothers and fathers in the most important event of their lives,” Gianpiero Puleo, managing director and co-owner of ustwo, said. “While there are added benefits to Pledge Parental Leave, including money saved from the cost of hiring and on-boarding a new person, to me it still really comes down to actively being the type of company we want to be.”
While in the grand scheme of things two dozen shops is a small sampling, it marks a step in the right direction.
How bad is the problem, really?
For many new agency moms, parental leave is a struggle with little support. Adweek spoke to several women about their experiences on maternity leave and their return to work. The stories they shared illustrated that not all agency employees are treated equally and that having a baby can often make it more difficult to succeed at work.
Alicia, a New York agency employee, felt the need to leave her role at a well-known digital shop less than two years ago after giving birth to her first child because of how co-workers treated her post-maternity leave.
Prior to her maternity leave, Alicia said she consistently received glowing feedback and her bosses promised a promotion and the prospect of moving to another city. When she left to have her baby, “everyone was really supportive,” Alicia said. The transition seemed like it was going to be easy.
But when Alicia returned to work, things changed. She noticed some of her direct reports were assigned tasks or trips to other offices without her knowledge. “People were going around me,” she recalled.
When she confronted her manager about the possible promotion during a routine review—after her son was born—she learned the option was no longer available because, as her manager told her, she “chose having a family over a career.”
Then there’s Julie.