Attracting And Retaining Women Returners

Attracting and retaining women returners—individuals re-entering the workforce after a career break—is not just a matter of Diversity, Equity, and Inclusion (DEI); it’s a powerful talent strategy. These individuals often bring a wealth of experience, maturity, and a fresh perspective.

Here is a comprehensive guide on how organizations can successfully attract and retain women returners.

Part 1: The “Why” – Understanding the Value Proposition

Before implementing strategies, it’s crucial to understand the business case:

Access to Untapped Talent: A vast pool of experienced, skilled professionals is often overlooked.
Diversity of Thought: Returners bring different life experiences and problem-solving approaches, fostering innovation.
High Retention & Loyalty: Companies that support returners often benefit from immense loyalty and lower long-term turnover.
Experience & Maturity: They often possess strong soft skills—communication, emotional intelligence, and resilience—that are honed during their break.
Closing the Skills Gap: They can fill critical mid-to-senior level roles where experience is paramount.

Part 2: Attracting Women Returners

The goal is to signal that your company is a welcoming and supportive place for people with non-linear career paths.

1. Craft the Right Message & Employer Branding

Reframe the “Gap”: In job descriptions and marketing materials, use language that welcomes “career breaks.” Explicitly state that you value diverse career paths and the skills gained during time away from the workforce.
Showcase Role Models: Feature stories of successful returners within your organization on your career page, social media, and in recruitment campaigns.
Inclusive Imagery: Use photos and videos that represent women of different ages and life stages in professional settings.

2. Design Structured Returner Programs

“Returnships”: These are paid, structured programs (typically 3-6 months) designed specifically for professionals returning after a long break. They include:
- Meaningful Work: Assign real, scoped projects, not just observational tasks.
- Training & Upskilling: Offer refresher courses on industry software, tools, and trends.
- Mentorship & Coaching: Pair returners with senior leaders for guidance.
- Clear Pathways: The goal should be a permanent role upon successful completion.
Targeted Recruitment: Partner with organizations and platforms that specialize in connecting companies with returners (e.g., Women Returners, iRelaunch).

3. Rethink Recruitment Processes

Skills-Based Hiring: Focus on assessments and interviews that evaluate capabilities and potential, rather than a continuous, unbroken career history.
Train Recruiters & Hiring Managers: Ensure they understand the value of returners and can assess talent without bias toward career gaps.
Flexible Interviewing: Offer interview times that accommodate school runs and other caregiving responsibilities.

Part 3: Retaining Women Returners

Attraction is only half the battle. Retention requires creating an environment where returners can thrive long-term.

1. Create a Robust Onboarding & Integration Plan

“Returner Buddy” System: Pair the new returner with a peer (not their manager) who can help them navigate the company culture, systems, and unspoken rules.
Structured Onboarding: Have a clear plan for the first 90 days, with regular check-ins to provide feedback and address concerns.
Normalize the Transition: Acknowledge that returning to work is a significant life change and create a culture where it’s okay to ask “basic” questions.

2. Foster an Inclusive Culture & Combat Bias

Unconscious Bias Training: Educate all employees, especially managers, on biases related to career gaps, age, and flexibility.
Active Sponsorship: Go beyond mentorship. Ensure leaders in the organization actively advocate for returners, providing them with visibility and opportunities for key projects and promotions.
Psychological Safety: Create an environment where returners feel confident contributing ideas without fear of being “out of touch.”

3. Champion Flexible & Agile Working

This is arguably the most critical factor for retention.

Flexible Hours: Allow for variations in start and end times to manage school commitments.
Remote/Hybrid Work: Offer the ability to work from home, either fully or partially.
Focus on Output, Not Hours: Cultivate a culture that judges performance based on results achieved, not time spent at a desk.
Job Sharing: Explore innovative role structures that allow for part-time work at a senior level.

4. Provide Continuous Development & Career Pathing

Personalized Development Plans: Work with the returner to identify their career goals and create a clear path for advancement, addressing any skill gaps.
Access to Training: Provide ongoing learning opportunities, including leadership development programs that are open to and inclusive of returners.
Regular Career Conversations: Managers should have frequent, forward-looking discussions about aspirations and progression, ensuring returners don’t get stuck in their first role.

5. Offer Targeted Support & Benefits

Professional Coaching: Provide access to external coaches who specialize in transition and confidence-building.
Support with Caregiving: Offer benefits like subsidized emergency backup care, elder care support, or partnerships with local childcare providers.
Employee Resource Groups (ERGs): Foster a community for parents, caregivers, or returners specifically, providing a safe space for networking and support.

Key Pitfalls to Avoid

The “Sink or Swim” Approach: Throwing a returner into a high-pressure role without support is a recipe for failure.
Tokenism: Hiring one or two returners and expecting them to represent the entire “returner experience.” Build a program, not a one-off.
Assuming One Size Fits All: The reasons for a career break are diverse. Listen to individual needs and goals.
Forgetting About Managers: Equip managers with the skills and resources they need to support their returning employees effectively.

Conclusion

Successfully attracting and retaining women returners requires a deliberate, multi-faceted approach that spans recruitment, company culture, and policy. It’s about moving beyond seeing a career break as a liability and recognizing it as a period of rich, albeit different, professional and personal development. Companies that master this will not only build a more diverse and resilient workforce but also gain a significant competitive advantage in the war for talent.