Our Partnership
with Citi Bank

At Citi, retaining experienced talent is central to long-term performance. 

One area that required particular focus was the maternity transition – a point where many organisations see capable, senior women step back or leave altogether. Citi recognised that this wasn’t about commitment or capability. 

It was about how well the organisation supported people through that transition and the role managers played in shaping that experience. 

They partnered with Talking Talent to strengthen that support, and to make it more consistent across the business. 

Parental transitions are often underestimated. They bring shifts in identity, priorities and capacity -alongside the expectations of a senior role. Without the right support, even highly engaged employees can begin to question whether staying is sustainable. 

At Citi, there was a clear ambition to: 

• Retain senior female talent through maternity 

• Support managers to handle transitions more effectively 

• Build a reputation as a workplace where parents can continue to progress 

But achieving that required more than policy. It required a more consistent, joined-up approach to how those moments were experienced — before, during and after leave. 

Talking Talent partnered with Citi to deliver a coaching-led programme that addressed the transition from multiple perspectives. 

The approach worked across three levels: 

• Executive coaching for senior women navigating maternity transition 
• Development for line managers focused on supporting departure and return 
• Workshops for new fathers recognising their role in the wider system 

The programme created space for individuals to think clearly about how they wanted to navigate the transition – professionally and personally. 

At the same time, it supported managers to have more effective, confident conversations – helping to reduce uncertainty and improve consistency. 

Ongoing insight was also shared with Citi, contributing to broader talent and inclusion strategies. 

The impact was both measurable and sustained: 

• Retention increased from 84% to 97% through maternity 

• £1.75 million in cost savings linked to reduced attrition 

• Working parents became the most engaged employee group 

The programme also contributed to wider organisational impact: 

• Strengthened employer brand as a place for parents to build careers 

• External recognition, including industry awards for innovation and support for working families 

These outcomes reflect not just individual support, but a shift in how parental transitions were experienced across the organisation. 

The programme recognised that maternity transition doesn’t sit with one person alone. It’s shaped by the individual, their manager, and the wider expectations around them. By supporting all parts of that system, the programme created greater alignment. 

Individuals had space to reflect and plan. 

Managers were better equipped to support them. 

And the organisation gained clearer insight into what made the biggest difference. 

That combination helped turn a high-risk moment into one that could be navigated with more clarity and confidence. 

For many organisations, maternity is a point where valuable talent is lost. Not because people lack ambition but because the environment around them makes it harder to continue in the same way. 

Citi chose to approach that differently. By investing in how the transition was supported, they made it more possible for people to stay, progress and remain engaged. 

The result was not just improved retention, but a stronger, more sustainable talent pipeline. 

Talent doesn’t leave organisations. It leaves environments that hold it back. 

We should talk about that.