Case study: Employee consultation drives changes to parental leave

When Stockland examined the changing needs of its workforce, it found that employees wanted more than traditional parental leave benefits. 

Parents and carers were seeking greater flexibility, financial support and practical assistance throughout their caregiving journey. By listening directly to employees and redesigning its benefits accordingly, the property group created a more comprehensive support model that has strengthened retention, workplace inclusion and employee engagement.

Like many organisations, Stockland recognised that workforce expectations around parental leave and caring responsibilities were evolving. Employees were looking for support that extended beyond the arrival of a new child and reflected the complex realities of modern family life. 

The organisation understood that parents and carers often face barriers to workforce participation and career progression, particularly during transitions into and out of parental leave. Without meaningful support, these challenges can contribute to reduced workforce participation, lower retention rates and diminished career opportunities.

Rather than relying on assumptions about what employees needed, the company chose to seek direct input from those with lived experience.

To better understand employee needs, Stockland established a Parents and Carers Employee Advocacy Group. The group became a central mechanism for gathering feedback, identifying gaps in existing support and providing practical recommendations for improvement.

This collaborative approach required ongoing consultation and engagement with employees across the organisation. Rather than developing policy changes in isolation, the company worked closely with the advocacy group to ensure initiatives reflected real employee experiences and challenges.

The result was a suite of enhanced parental leave and carer support benefits designed to provide greater flexibility and financial security for employees managing caring responsibilities.

The organisation expanded its parental leave offering through a range of targeted initiatives. These included additional paid leave options, superannuation contributions during periods of unpaid parental leave and return-to-work payments designed to ease employees' transition back into the workforce.

Recognising the importance of shared caregiving responsibilities, the company also increased opportunities for secondary carers to access primary carer leave arrangements. This helped create greater flexibility for families while supporting more equitable sharing of caring responsibilities between parents.

Beyond parental leave itself, Stockland invested in practical support measures, including on-site childcare options and programs designed to keep employees connected to the workplace while on leave. These initiatives aimed to reduce isolation, maintain workplace relationships and support smoother returns to work.

One of the key lessons from the initiative was the value of employee-led design. By engaging directly with parents and carers, the organisation gained insights that may not have emerged through traditional policy reviews alone.

The experience demonstrated that effective parental leave policies extend beyond financial entitlements. Employees often need ongoing support, flexibility and connection to their workplace throughout their caring journey. Building these elements into workplace programs can create more inclusive and sustainable outcomes for both employees and organisations. 

It also highlights the importance of viewing caregiving support as a workforce strategy rather than simply an employee benefit. By addressing barriers that can disrupt careers, organisations can strengthen retention and improve access to talent.

The enhanced benefits have helped Stockland create a more supportive environment for parents and carers while reinforcing its commitment to gender equality and workplace inclusion. Through ongoing consultation and continuous improvement, the organisation has developed a parental leave framework that better reflects contemporary family structures and workforce expectations.

The broader outcome is a workplace where employees are better supported during major life transitions, making it easier to maintain career momentum while managing caring responsibilities. By listening to employees and evolving its policies accordingly, Stockland has demonstrated how organisations can adapt workplace benefits to meet changing workforce needs and strengthen employee experience at the same time.