Anyone who has been there will know what a life-changing event becoming a parent is. Suddenly, you have a new priority and primary focus in your day-to-day life. Regardless of anything else, someone else’s needs now come first.

Considering the monumental nature of this transition, it’s a little bizarre to think that many organisations still expect employees to return to work and deliver in the same way that they did before. Parental leave ends, childcare arrangements kick-in and the new parent returns to work, often – unless they’ve specifically negotiated a different arrangement – operating on the same hours and expected to deliver the same work, in the same way as before.

Certainly, the growth of hybrid working post-COVID has helped parents – as well as others – hugely. It has enabled them to better juggle childcare by being more flexible in how and where they work. Undoubtedly, it has helped some parents – particularly women – remain in the workplace that would otherwise have left, and in doing so, enabled our economy to retain talent that would have been lost. Research from Public First found that in 2023, 58.7% of women worked full-time, up from 56.5% in 2019. The change is most prominent in sectors embracing hybrid work, such as finance and insurance (75% to 83%), information and communication (79% to 83%), and other professional services (68% to 71%).

The challenging juggle of working parents

But the world of the working parent is far from perfect. Avilio commissioned research at the end of 2024, asking managers and professionals about the impact of becoming a parent on their work. The findings offer a fascinating insight into how parents manage the juggle of their work and parenting responsibilities, how manageable they feel that is, and what impact it has on their well-being.

The impact of becoming a parent on how people work is clear, with 72% of managers agreeing that being a parent has significantly changed their working habits. The research also indicates that this is resulting in a struggle to balance work and home life. ‘Parent-guilt’ is defined as the feeling parents can when they feel they are unable to give their children time and attention due to other responsibilities and pressures. Almost half (48%) of parents that responded said they experience this feeling at least sometimes and a similar proportion (54%) of those respondents that experience parent-guilt said they feel like they are failing both as a parent and a professional.

What does this mean for organisations? Well, 46% of manager parents say that parent-guilt impacts their ability to perform well in their job and 44% say they resent their job because it takes them away from time with their family. This has clear implications not only for job performance but also for talent development and retention. If employees don’t feel supported in managing the balance of work and home life, the likelihood is either that they will be unable to perform their best, and that they will become disengaged.

If this situation persists, they will likely seek opportunities elsewhere or give up working altogether. Indeed, one in two (50%) feel that parent-guilt has led them to question whether they can continue working. Organisations are then left having to invest in recruiting and training new staff – a much greater investment than supporting the talent they already have. The fact that two-thirds (62%) of respondents say that parent-guilt has a significant impact on their overall wellbeing, gives us insight into the scale of the problem.

So, what can be done? How can organisations better support parents as they return to the workplace? Here are five suggestions:

Ensure that employees understand how much they are valued and that you want to support them

It begins with an open dialogue about how their life has changed since becoming a parent and what they need to be able to deliver their role to the best of their ability.

Leaders should ensure that this is a safe space for employees to raise any concerns and highlight where they think they might need support.

Put a plan in place with clear parameters and check-in points. Ensure this is communicated to everyone that needs to see it

Make a clear plan that ensures that the employee can deliver their role, while fulfilling their childcare responsibilities. This may include blocking out time for childcare drop off and pick-ups, for example. Ensure that this plan is communicated to everyone that needs to see it, so that the employee is not inadvertently left with conflicting demands – such as an important meeting that coincides with a childcare commitment.

Check-in with the employee regularly and make resources available to them so they can manage their well-being

Dedicated, regular conversations should be scheduled to ensure that the employee is managing the balance. Resources for mental health support and time management training should also be offered to ensure a proactive approach is taken to minimise the risk of stress and burnout.

Make opportunities for growth available, and support them to achieve these

It’s important for employee engagement that returning parents don’t feel that their progress has stagnated and that they still see future progression at the organisation. Leaders should make the path that lies ahead clear and assure employees that their ability to balance work and home life will be continually monitored and considered to ensure they can reach their full potential.

Consult with the experts

Businesses should offer new parents training and coaching from external consultants to help them implement new ways of working and manage the balance of work and childcare responsibilities. These experts can help the employee stay organised and maximise their productivity and, as a result, protect their well-being. As well as benefitting from practical advice, the employee will also appreciate the investment the organisation has made into supporting their welfare.

In conclusion, hybrid working has certainly helped parents balance work and home life, but it has also blurred the lines between the two – meaning that sometimes employees are juggling work and childcare simultaneously. If this situation persists, they are likely to become stressed, disengaged and at risk of burnout. It is in employers’ interests to support their talent through this transition, ensuring that they are well supported to excel in their roles, whilst enjoying the rollercoaster that is parenthood!