Capitalising on the returner workforce could bring significant benefits to employees, employers, and the broader economy. But how can organisations better harness this untapped potential?

Many employers overlook the immense value that workers returning from extended career breaks can offer. They may either underestimate the contributions these seasoned professionals can provide or lack adequate support systems for their reintegration.

‘Returners’ often encounter significant obstacles, not only in securing employment but also in adapting to workplace cultures that have evolved in their absence. If employers could more effectively utilise their skills and experience, the benefits would be significant.

The predicament of career breaks

Extended career breaks are often necessitated by reasons such as parental responsibilities, which disproportionately affect women.

For instance, working mothers who re-enter the job market after a year or more often confront numerous challenges, frequently settling for lesser roles. The ‘Careers After Babies’ report highlights that although 98% of mothers are willing to work, only about 24% return to full-time positions, with a large proportion of these individuals eventually resigning.

Furthermore, the research indicates a significant reduction in women occupying mid-management positions post-maternity, with a notable rise in those accepting administrative or entry-level jobs. This trend not only impacts individual career trajectories but also contributes to broader issues like gender disparities in leadership and wage inequalities.

Other demographic groups, including those recovering from illnesses or caring for sick family members, face similar challenges. For example, last year, approximately 700,000 workers were absent from the U.S. labour force due to long COVID.

The myth of the expertise gap

Reflecting on my personal experience, after a two-year break focused on motherhood, I re-entered the Learning & Development field only to face scepticism about my continued relevance despite two decades of prior experience.

This stigma is a major barrier for returners, particularly those in their 40s and older, despite their extensive knowledge and skills. Employers often prioritise formal qualifications over practical experience, failing to recognise that perceived gaps in current trends like tech-savviness are frequently offset by strong problem-solving capabilities, strategic insight, and entrepreneurial skills developed through non-professional activities such as volunteer work or managing a household.

Strategies for reintegration

Employers must shift their perspective regarding returners and play a crucial role in providing appropriate support.

Support for returners should be customised to reflect their diverse backgrounds and needs, ranging from flexible schedules to part-time re-entry options. Engaging in meaningful dialogues about their needs can help returners flourish—be it through refresher courses on the latest technologies or mentorship programs to restore their professional confidence.

While some UK employers have started implementing returner programs, many are still catching up. These initiatives should aim to recognise and refine the unique skills of returners, incorporating comprehensive onboarding processes that include modern technology training, goal setting, and networking opportunities to ensure a smooth transition.

Adapting to the evolving workplace

The workplace is continually evolving, and there is an increasing appreciation for the value of transferable skills over traditional qualifications and experiences.

Governments are also beginning to acknowledge the importance of reintegrating returners into the workforce, especially in light of demographic shifts such as an aging population and a shrinking labour pool.

This recognition supports the premise that returners are a largely untapped reservoir of skills that could greatly benefit the economy. Some sectors, such as banking and STEM, are already making strides in this area, with programs that boast high rates of converting returners to permanent staff positions. For example, Bank of England has a returners programme for mid-level returners that achieves a 90% conversion rate from programme to permanence. Lloyds bank has similar conversion rates and promotes inclusivity, for example 60% are ethnic minorities. More organisations need to follow these examples to not only diversify their workforce but also retain valuable institutional knowledge.

Looking ahead
Returners offer fresh perspectives that can rejuvenate an organisation’s culture and spur innovation. As the focus on skill-based learning and development grows, the unique abilities of the returner workforce will become increasingly crucial. It’s time for employers to acknowledge this potential and create workplaces where experience is valued as much as qualifications, providing every returner with the opportunity to succeed.

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