Compliance Showcase: Managing PFML

Tasha Patterson@Work

How to Improve the Employee Experience Through PFML Management

By Karen English, CPCU, ARM, MBA

Senior Vice President
Spring Consulting Group

By Teri Weber, MBA

Senior Vice President
Spring Consulting Group

Employee benefits play a critical role in helping employees balance time for work, family, and medical needs. Paid leave programs have developed in response to this growing need, with at least a third of employers having their own non-statutory and company-sponsored paid leave policies, particularly for paid parental leave, which is growing faster than paid family care leave.1

As of this writing, 10 states and localities including California, Colorado, Connecticut, Massachusetts, New Jersey, New York, Oregon, Rhode Island, Washington, and the District of Columbia have passed paid family and medical leave (PFML) laws.

On a federal level, the Family and Medical Leave Act (FMLA) affords unpaid job protection. Paid coverage is offered — on a limited basis — by the Fischer Tax Credit, the Federal Employee Paid Leave Act, and the Families First Coronavirus Response Act. Proposals such as the FAMILY Act2 would provide additional protection and wage replacement; although not yet passed, this legislation has more potential than ever under a new presidential administration.

Given this “patchwork” and ever-changing landscape, it is important for employers to take stock of their state and national employee base and determine their priorities for effective management. Equally critical to aligning with federal, state, and company programs is achieving a consistent employee experience and leveraging disability/FMLA vendor partners when incorporating state programs into overall benefit offerings.3

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