Parental Leave & Return to Work
Returning to work after parental leave is never as simple as someone picking up where they left off, especially for women who may have been away for nearly 12 months.
‘Approximately 27% of mothers in the UK either do not return to work or leave within a year of returning from maternity leave, often due to poor support, with 53% citing inadequate reintegration policies.’
For many, this transition is just as personal as it is logistical. People’s identity can shift significantly during parental leave, especially for those who previously defined themselves through their career. Returning to work can bring a sense of disorientation as individuals reconcile who they were professionally versus who they are now.
Individuals also come back to entirely new environments and offices with changed priorities and responsibilities. And all of this happens while expectations around performance remain unspoken, or ill-defined at best.
Many return to roles that may have shifted, and they have no time or space to reorient themselves. There is an unfair assumption that because they’ve had ‘time off’, they are ready to start right back where they left off.
People’s confidence upon their return to work can quietly erode, especially when they feel pressure to demonstrate commitment while navigating their new reality outside the office walls.
When organisations underestimate this transition or see it as something that only relates to work and not the identity shift that it really is, they risk losing talented people not through lack of ambition but because the system hasn’t supported their return. Supporting people to return to work is about continuity, and when it’s handled well, it strengthens retention.
‘57% of fathers feel moderate to extreme guilt upon returning to work.’
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The return to work is not a reset
New parents re-entering the office after weeks, months, or even years off return to environments that have drastically changed, and very often, they themselves are radically different people. Teams may have evolved as people come and go, and the organisation itself may have entirely changed course or restructured.
And while all this is going on, those returning to work are navigating huge personal change at home, too. New emotional demands are made worse by a lack of sleep and new routines.
Organisations can no longer treat returns to work as a reset, as it ignores the adjustments that are required from leaders and those coming back to the office.
Without acknowledging the upheaval it causes, individuals can feel disoriented even further and become hesitant to voice perfectly reasonable concerns or uncertainties.
Alongside these practical changes sits a deeper adjustment. Confidence can fluctuate as people reassess their place at work and how they want to show up. Priorities can shift for some, whereas others may feel a tension between previous expectations and the new realities they are facing as a parent outside of work’s four walls. These issues aren’t things that need fixing, but a transition which needs navigating.
The support we offer at Talking Talent helps organisations see the return as the transition point that it is and create a space for recalibration into a new work reality that enables a smooth adjustment.
Confidence, identity, and unspoken assumptions
Beyond the actual work, many returning parents experience a shift in how visible or credible they feel at work. They can often be viewed differently, and unspoken assumptions can influence how opportunities are offered or withheld.
Some may feel pressure to prove themselves quickly to counter assumptions around commitment or ambitions, particularly if they are still adjusting to a new sense of identity and confidence in their role. This rush to prove they are up to speed can lead to overcompensation or a reluctance to ask for flexibility for fear of showing vulnerability, even when it is needed because of personal issues.
Preoccupied leaders don’t always have the time to notice how these dynamics play out and may be reluctant to bring up these sensitive, nuanced issues with people.
However, with the right coaching support, leaders can more confidently address these issues so expectations are clear. People feel more confident to contribute fully and flag when they need help without worrying about it being seen as a personal fault.
This period isn’t often less about capability and more about adjustment. Individuals returning to work are more likely to rebuild their confidence in a way that is sustainable rather than reactive when this is recognised.
Talent leaves when return-to-work support breaks down
The way organisations handle parental transitions can have a huge impact on retention. Many individuals don’t leave an organisation because they’ve recently become a parent, but because they cannot see a sustainable future at their place of work. At these crucial moments, employees need to feel psychologically safe upon returning to work.
At its core, this is about recognising that employees do not leave their personal lives at the door, and when organisations support people as whole individuals, they create the necessary conditions for long-term commitment.
Very often, people returning to work have been at an organisation for a few years and have contributed a great deal. Supporting return to work thoughtfully protects investment in this experienced talent. Replacing that would not only be costly but also deprive teams of an experienced colleague.
Beyond the person themselves returning to work, this support signals to the wider business that progression and parenthood are not mutually exclusive, which will encourage others to start families without fear of their career being put on the back burner.
The role of managers during transition
Managers play a crucial role in shaping the return-to-work transition experienced by those coming back into the office after a period of absence.
In this scenario, managers aren’t just supporting a role returning to work but a person adjusting to a new reality. Therefore, failure to give them the proper guidance can lead them to shun these issues altogether because they fear they will say the wrong thing. While understandable, all avoidance does is leave people feeling isolated.
On the other hand, overly cautious approaches which coddle can unintentionally lower expectations of people who are still capable of doing their job. They may, in fact, just need a little bit more support in the form of adjusted expectations or new boundaries.
Successful managers operate between respect and knowing that employees aren’t suddenly incapable just because they’re now a parent.
With the right help from expert coaches, such as the ones at Talking Talent, leaders learn how to hold supportive conversations without taking away people’s responsibilities or diminishing their role.
‘About 75.6% of mothers with dependent children are in employment, over half experience negative, stressful, or discriminatory experiences upon returning.’
FMCG
Our Partnership with KellanovaWe have a great relationship with Talking Talent, what I was most impressed with is their ability to flex and customize the program to fit our needs.
Technology
Our Partnership with SiemensWe have a great relationship with Talking Talent, what I was most impressed with is their ability to flex and customize the program to fit our needs.
Retail
Our Partnership with M&SWe have a great relationship with Talking Talent, what I was most impressed with is their ability to flex and customize the program to fit our needs.
Supporting return with intention
Embedded return-to-work programmes allow individuals to come back and contribute with greater confidence and clarity about expectations.
When organisations design support with intention, confidence in a person’s role is sustained, no matter how long they’ve been away.
If your organisation is currently relying on individuals to adjust when they return, it may be time to speak to our team.