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with consequences for the individual and the organisation where focused support is not made available.


Get clarity on the impact of parent- hood across your talent pipeline. Use management information to capture trends and host focus groups with returners to bring the figures to life in the light of existing policies and practices. What are the insights and questions? What’s working well? What are the themes, concerns, points for action? Tere are some key areas to examine in this process.

Te numbers ``

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How many employees take maternity/extended parental/ adoption leave each year?

At what job levels does the volume of maternity/parental leave typically occur?

How many do not return to work after maternity/extended parental/adoption leave?

What are the attrition rates for employees who leave after having returned to work?

Te talent pipeline ``

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What is the gender balance across the spectrum of job levels?

What are the notable points of divergence?

To what extent are people’s `Working Forward

Awareness of this as a UK-wide issue was highlighted in September 2016, when the Equalities and Human Rights Commission launched Work- ing Forward, a national campaign lead by British business with the express aim of leading the way on making workplaces the best they can be for pregnant women and new mothers. The EHRC’s research iden- tified a chasm between 84 per cent of British businesses who say they support pregnant women and women on maternity leave, and the 77 per cent of mothers who report negative or discriminatory experi- ences in the workplace.

For more information on employer- led best practice and to sign up to the Working Forward forum, visit http://

14 | February 2017 |

career trajectories being maintained following maternity/ parental/adoption leave?

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What is evident when comparing promotions and talent ratings for employees pre- and post-leave?

Te narrative ` `

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What are the stories associated with returns to work?

What are the cultural factors which help/hinder returns?

What are the expectations and practices relating to flexible/agile working?

How do line managers experience managing maternity/parental leave?

Take a proactive approach

While each individual’s circumstances are different, this is a well-worn path. An understanding of the themes and patterns associated with the

Get clarity on the impact of parenthood across your talent pipeline

journey to working parenthood, and planned support to address these makes the difference. Our experience indicates better returns (both for employees and on your investment in future talent) where there is a constellation of measures in place:

Workshops for line managers Striving to maintain the business agenda and at the sharp end of legally sensitive and sometimes emotional conversations, managers are the implementers of policy. Tey are also the deal breakers for returns to mean- ingful work, for flexibility and future careers. It’s in everyone’s interest that managers demonstrate empathy, are supportive, and confident they have the knowledge and tools they need when they need them. Workshops are an opportunity to build consistency and set out good practice.

External coaching for new parents One-to-one maternity and parental coaching is an option most likely to be offered to senior director and


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