A new wave of employee benefits is gaining ground in the UK as companies introduce “life leave” — paid time off outside of standard holiday entitlement to help staff manage real-life demands such as moving house, caring for family members or waiting for a tradesperson.
The move comes as research and employer feedback show a shift in employee expectations, with practical and wellbeing-led support overtaking the popularity of traditional perks.
The concept of “life leave” has been adopted by firms including US-Canadian beverage firm Molson Coors, Clarion Housing Group and Magenta Associates, a British communications agency. Molson Coors, for example, announced last year that its UK and Ireland staff would receive up to two weeks of additional paid leave for major life events, such as moving home, dealing with bereavement or significant family milestones. Clarion Housing Group, meanwhile, has introduced five days of “life event leave” for unplanned personal circumstances.
Guy Thornton, founder of testing platform PracticeAptitudeTests.com, told Workplace Wellbeing Professional that these policies marked a growing recognition of the pressures facing today’s workforce.
“Certain employers … have started offering their staff something called life leave, which gives them extra time off outside of their usual holiday allowance. It can be used for things like moving house, waiting in for a tradesperson, or attending a school event for your child,” he said.
“Perks like this show real understanding and flexibility. They recognise that employees have lives outside of work, and that supporting them with time for personal commitments helps reduce stress, build loyalty and boost overall wellbeing. It’s a simple idea, but it can make a big difference.”
A Shift Away from Gimmicks
Employers’ growing interest in policies like life leave comes as recent research, including the Chartered Institute of Personnel and Development (CIPD)’s annual Good Work Index, reveals that wellbeing and flexibility are now priorities for jobseekers, overtaking office-based perks that were popular in previous years. Free fruit and ping pong tables, once standard fare in modern workplaces, are increasingly seen as cosmetic rather than genuinely supportive of staff.
Thornton said that in 2025, “employees are looking for support that genuinely improves their daily lives, not just perks that sound good on paper.”
Wellbeing, flexibility and the cost of living have become central to how employees judge potential employers, said he said. “Flexible working continues to be one of the most valued perks. Employees want to feel in control of their time, so having the ability to tailor your schedule, work remotely or fit work around family or personal priorities has become a non-negotiable for a lot of people.”
This is echoed in other sectors, with many companies now offering mental health days, support for financial wellbeing and expanded career development opportunities.
Expert and Industry Response
The introduction of life leave has drawn positive feedback from both HR professionals and employees, particularly for its focus on real-world challenges rather than one-size-fits-all rewards. According to reports, staff using life leave typically cite lower stress levels and higher loyalty to their employer.
LinkedIn discussions indicate that other companies are also piloting similar policies, while some businesses have extended support to include fertility treatment leave, parental bereavement leave and paid time off for volunteering.
With competition for talent remaining high, organisations offering practical benefits such as life leave may have an advantage in recruitment and retention. Industry observers note that these changes signal a wider shift in company culture, as employers aim to match benefits to the changing needs of their staff.
“Employers that want to attract and retain top talent need to rethink what perks really mean,” said Thornton. “It’s no longer about trend-led office gimmicks but about listening and offering support that genuinely aligns with the way people live and work today.”
Industry groups including the CIPD have called for more employers to review their benefits policies to better reflect the realities of modern working life. There is now growing expectation that what was once considered a progressive benefit could soon become standard practice, particularly in sectors where employee wellbeing is a strategic priority.