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Supporting women returning to the workforce is crucial – not just for individual success but also for fostering environments that drive performance, growth, and wellbeing across organisations, writes Louise Gilbert.
Whether after parental leave, a career break, or transitioning into a new field, women often face unique challenges that require thoughtful strategies. These strategies, when aligned with the three pedals of excellence – performance, growth, and wellbeing – help create thriving workplaces at every level.
1. Flexibility fuels wellbeing and performance
Flexible work arrangements are key to creating a supportive environment for women returning to the workforce. Whether through part-time options, remote work, or staggered hours, flexibility ensures that women can balance personal and professional responsibilities. Companies that embrace hybrid and flexible work models are more likely to attract and retain top talent and enhance productivity.
In my work, I emphasise the importance of wellbeing as one of the three pedals of excellence. When women are supported with flexibility, they can experience higher levels of wellbeing, which directly correlates with increased performance. A well-balanced approach to work allows women to contribute effectively while maintaining their personal lives, benefiting both the individual and the organisation.
2. Recognise transferable skills to foster growth
One of the most overlooked opportunities when women return to work is the wealth of transferable skills they bring with them. Skills such as dealing with complexity and uncertainty, time management, problem solving, and emotional regulation, often developed during time away from the workforce, are invaluable in many roles. A career break should be seen not as a gap but as an opportunity for growth.
Organisations that recognise these skills foster both individual and team growth. As discussed in the World of Work Program, many women returning to work found success in rebranding themselves by emphasising the skills gained during their breaks, from managing complex needs of children to volunteering. A growth mindset encourages women to confidently apply these abilities, contributing to the long-term success of their teams and organisations.
3. Build inclusive cultures to strengthen wellbeing and performance
A culture of inclusion is essential for both wellbeing and organisational performance. Companies with inclusive cultures are more likely to retain employees and foster innovation. Creating such a culture requires more than just diversity initiatives – it demands that leaders create environments where women feel valued and included.
Inclusive cultures enhance psychological safety, allowing women to express their ideas and concerns without fear of judgement. This sense of safety fosters wellbeing at the team level, leading to greater collaboration, trust, and overall performance. Leaders must model inclusive behaviours and create the conditions so women returning to work are supported.
4. Rethink performance metrics to challenge bias
Women returning to the workforce often face biases, particularly when it comes to evaluating their performance after a break. Traditional and outdated metrics, such as if people are physically present, can penalise women unfairly. Instead, organisations should focus on outcome-based measures that reward impact and outcomes achieved rather than time spent in the office.
As I explore in my leadership work, focusing on results and contributions rather than outdated metrics helps dismantle biases and enables women to thrive in the workplace. By aligning performance metrics with individual and team contributions, organisations ensure that women are evaluated fairly and have equal opportunities for advancement.
5. Invest in structured re-entry programs for growth
Structured re-entry programs provide women with the support they need to rebuild confidence and update their skills where and if required. Programs like World of Work have proven that with the right resources – ranging from skills refreshers to networking opportunities – women can seamlessly transition back into the workforce. These programs should be tailored to individual needs, offering personalised coaching and peer support to boost confidence and ensure long-term success.
By investing in re-entry programs, organisations foster both individual and organisational growth. When women are given access, support, and networks to succeed, they can contribute to the broader strategy of the organisation, driving growth and innovation at every level.
Conclusion: Performance, growth, and wellbeing for a thriving workforce
Supporting women as they return to work is about more than policy changes – it’s about creating environments that enable them to thrive. By focusing on flexibility, recognising transferable skills, fostering inclusive cultures, and challenging biases, organisations can enhance performance, growth, and wellbeing at every level. This holistic approach not only benefits women but strengthens the entire organisation, ensuring a resilient and high-performing workforce.
By aligning with the three pedals of excellence – performance, growth, and wellbeing – organisations can transform the return-to-work experience into a powerful opportunity for success.
Louise Gilbert is an author and a change and leadership coach.
