RUSH

RUSH is a New Zealand-based design and technology company that builds digital experiences for clients such as Te Whatu Ora, Google, The Warehouse Group and UNICEF. RUSH employs 80 people.

Heather Polaschek, Head of People and Culture, talks us through how they created and implemented RUSH’s parental leave policy in 2023.

RUSH recently introduced its first parental leave policy - what prompted you to do this?

We’ve been on a mission to expand our benefits, improve our diversity and create a more inclusive workplace at RUSH. Parental leave was the next evolution and had been on the cards for a little while. Our Senior Leadership Team and Board Members are passionate about gender equality and believe in supporting and empowering families to navigate the exciting, and sometimes challenging, journey of parenthood. 

Once we’d drafted our proposal, we came across LinkedIn posts and articles discussing The New Zealand Parental Leave Register and the impressive measures taken by other prominent businesses in Aotearoa. This inspired us to make the final push to solidify our own parental leave benefits. 

What process did you go through internally to formulate your policy? How did you get employee feedback?

We followed a similar process to our other People & Culture initiatives. First, we gathered employee feedback by having conversations with our people who were parents or soon-to-be parents. From these discussions, we identified three key aspects that needed consideration:

1. Paid leave: Financial support for our people was the top priority, and we wanted to create a fair and equitable policy for both primary carers and partners.

2. Care during leave: Our people expressed the value of receiving care packages from their team/business, which made them feel supported and valued.

3. Returning to work: Many primary carers expressed concerns about managing daycare and being a full-time employee. So, providing flexible arrangements in addition to our existing flexibility was also a priority

To determine what benefits we could offer, we conducted research through a few channels. We looked at the parental leave benefits offered by other New Zealand companies, with Xero and Auror impressing us in the tech space. We also referred to academic articles and reports from consulting firms like McKinsey to understand research and provide global context. 

We also utilised the experience of our People & Culture team members who had supported previous parental leave proposals and launches. Finally, as a mid-sized company, we understood the importance of working within realistic parameters and creating a business case that aligned with our budget.

We made sure to keep our parental leave policy straightforward and easy to implement, as we understand that the NZ legislation can be overwhelming. Our aim was to make the process as seamless and supportive as possible for our people.

What convinced the management team and/or the board that this was an area worth investing in? 

At RUSH, we prioritise our people above everything else. When we presented a proposal to our Senior Leadership Team and Board for a new set of benefits that would enhance work-life balance, support employee wellness, and improve our retention and employer brand, it was an easy decision. As a people-first business, investing in initiatives that prioritise the well-being of our employees is always a top priority for us.

What did you include in making the business case for employer-paid parental leave?

To make a business case for employer-paid parental leave, we followed a structured approach. 

1. Benefit Review - Firstly, we reviewed our existing benefits offering to identify gaps in support for new parents. 

2. Proposal - We then outlined our request that included paid parental leave options for primary carers and partners, flexible working arrangements, and additional benefits to support families.

3. Cost analysis - We conducted a cost analysis to outline the estimated cost and budget considerations. 

4. Rationale - To ensure the best chance of approval, we emphasised the advantages of investing in parental leave benefits, which included increased employee engagement and morale, retention of top talent, promoting employee wellbeing, and improving our employer brand.

5. How it would work - We explained how the proposed policy would work by detailing the administrative logistics of the process. 

6. Next steps and rollout - We also outlined the next steps, including the approval process and final sign-off, as well as the rollout plan and implementation timeline.

By taking a holistic approach and considering the financial, operational, and human aspects of the proposal, we were able to make a compelling business case for employer-paid parental leave that aligned with our company's values and goals.

RUSH’s policy includes support outside of paid parental leave - how did you work out what to include?

As we embarked on the journey, we recognised the need to go beyond just paid leave and provide additional support to new parents. We began by researching what other companies in Aotearoa were doing, taking into account the government's 26 week paid leave and the growing trend towards more flexible and supportive benefits.

To ensure our policy aligned with our business needs, budget, and employee feedback, we developed a long list of options that we later narrowed down. We also leveraged our existing flexible working approach to create new options for new parents. This included offering a 3-month part-time option for primary carers, which we later expanded to include fully remote working after receiving feedback from an expecting parent who struggled with commuting while caring for young children.

What did you need to consider when rolling out a new policy?

When rolling out our new policy, we considered several important factors. First, we focused on communication and ensuring that everyone was aware of the new benefits. We launched the policy at our weekly company all-hands meeting, and our Head of People & Culture shared a personal story about how paid parental leave had positively impacted her own family.

We made sure that the policy and process were easy to understand and follow. This involved creating a clear and concise policy document, as well as streamlining the administrative process.

Another key consideration was payroll. We needed to determine how the new benefits would be paid and ensure that our payroll system was set up to handle the changes.

Overall, we were very thoughtful in our approach to rolling out the new policy to ensure that it was well-received and smoothly implemented.

What has the feedback been like?

The feedback has been overwhelmingly positive. Our people felt that RUSH was truly committed to supporting work-life balance and that we cared about their well-being and their families. Shortly after launching the policy, we had three team members apply for leave within just two days. One of the partners who applied shared that the paid parental leave would have a material impact on their family.

What advice do you have for employees within an organisation who want to champion parental leave?

If you are someone who cares about creating a more inclusive workplace for parents, you should use that passion to champion parental leave benefits. By doing your research and educating yourself on the advantages of parental leave policies, you can arm yourself with the knowledge you need to be a champion for change. 

Consider forming a network of like-minded people to advocate for these policies and find allies in positions of influence who can help make it happen. And don't forget to use any available channels, such as feedback forums and your People & Culture team, to voice your ideas. Remember, with passion and determination, you can inspire real change and help create a workplace that truly supports all its people, no matter what stage they are in their lives.

Thank you, Heather, for sharing insights from RUSH’s first parental leave policy! And to view RUSH’s profile, please visit the register.