Supporting women returners

Returning to work after a career break can be a daunting experience for many, particularly for women who have taken time off to raise a family.

Yet, with the growing awareness of diversity and valuing varied experiences, some organisations have started to rethink what career breaks mean to those who take them, and what strategies they can put in place to attract women returners.

‘Besides being able to provide unique yet relevant perspectives, we find women returning to the workforce after a sabbatical also have a recharged energy level and a refreshed commitment to succeed,’ says Jasmine Lee, managing partner at EY Hong Kong and Macau.

The big challenges

Returning to work is a significant challenge, says Lena Wong, a former finance industry professional specialising in asset management and now the managing director of Womentors, which works with organisations to support women in their journey back to work.

Wong admits that, during her own career break, she questioned whether she would be employable again in the future.

The reality is that when a woman returns to professional life, several hurdles need to be crossed. For example, employers may question the skills and ability of women returners, given their career gap. There is also a misconception that returners are not dependent on their income to run their homes, which can sometimes translate into missed opportunities for long-term development; as a result, many women returners end up in lower skilled roles or face salary discrimination.

‘When I returned to work after taking a few years’ break to raise my family, not many employers were interested in finding out what type of experiences I had accumulated during my gap years,’ says Maria Blanca FCCA, COO of the Hong Kong arm of green solutions start-up Carbonbase.

Unlock potential

Supporting women returners is not just a matter of fairness, but a strategic imperative. Motherhood has long been perceived as a negative for working professionals as some may not be able to manage the work-life balance. This reality is often known as the ‘motherhood penalty’.

Wong believes that the incremental knowledge and soft skills that are derived from motherhood and career breaks should add value to one’s career trajectory. The basic attributes of a ‘good mother’ are, she says, surprisingly similar to leadership skills such as resilience, accountability, good communication, support and empathy.

By fostering opportunities and embracing gender diversity, society can unlock the full potential of women in the workforce, leading to positive societal change and economic growth.

Corporate role

Companies can play a crucial role in supporting women who are returning to work after a career hiatus. Wong emphasises the need for companies to invest in resources and provide training to bridge any gaps.

For example, Womentors offers a returnship programme to corporates, which functions as an internship or management trainee programme to showcase that candidates are still capable professionals despite the break.

Blanca suggests that there are many ways companies can help, from creating flexible work roles and schedules and setting up returnship programmes to implementing more generous leave policies and reinforcing mandatory parental leave.

At EY, meanwhile, women are supported in a number of ways. ‘We provide plenty of learning opportunities, practical work experience and career development guidance for all people, including women returners, to help them realise their full potential and become future business leaders,’ Lee says.

‘It is essential to regularly assess and refine initiatives based on feedback and evolving needs to ensure long-term success,’ she adds. ‘An ongoing process of evaluation and adaptation will help to create an environment that truly supports and empowers women as they reintegrate into the workforce.’

Adopt an open mind

Open-mindedness within the existing team is crucial, and larger companies often allocate more resources toward placing women back into the same roles they held before the career break.

In the US, for example, EY offers EY Reconnect, a 12-week returnship programme, which, Lee explains, ‘aims to help these employees refresh their skills by providing comprehensive training with client service teams’.

In addition to returnship programmes, companies can further support women returners by offering flexible schedules, group support and even childcare benefits. Most importantly, companies should recognise and appreciate the value that returners bring to the organisation.

Lee says that EY understands the importance of supporting employees who take breaks, including women returning from maternity leave, and is committed to accommodating their time and availability by matching their workloads accordingly.

‘Taking maternity breaks as an example, the teams support in managing clients and projects for individuals on leave. When the individual returns from their break, the teams assess the situation and work together to help them retain the accounts they were previously working on,’ says Lee. This approach extends beyond maternity leave and applies to anyone who may need to take a break, regardless of the reason.

‘Our aim is to support individuals in rebuilding their workload and ensuring a smooth transition back into their roles, providing the necessary support to both the employees and clients during this period.’