Despite decades of increasing workforce participation by mothers, businesses continue to overlook the challenges they face, contributing to high attrition rates.
Research shows that 85 percent of women leave full-time work within three years of having their first child, with 19 percent leaving employment entirely.
The decline in senior female leaders for the first time in 20 years raises questions for HR teams about what is going wrong. While external factors like childcare play a role, workplace culture and policies also contribute to mothers leaving their jobs. Issues range from how pregnancy and maternity leave are discussed in the office to hiring processes that perceive pregnancy as a risk. Many mothers face the “motherhood penalty,” which includes discrimination, reduced career progression opportunities, and a lack of employer support.
This trend not only affects women but also businesses. Losing experienced employees results in skill shortages, impacting productivity and innovation. The annual cost of neglecting women’s health at work is estimated at £20.2 billion. Additionally, replacing an employee who leaves due to inadequate support can cost between 16 and 213 percent of their salary.
Addressing the Workplace Barriers for Mothers
Clare Radford, Business Psychologist and Founder of & Culture Consulting, highlights the need for businesses to take proactive steps to support working mothers. She emphasises that failing to do so not only perpetuates inequality but also harms business performance.
“Businesses that fail to actively address the challenges faced by mothers at work are not only perpetuating inequality, but they’re also actively harming their own bottom line,” says Radford. “Companies that proactively create a supportive and flexible environment for returning mothers – offering things like phased return-to-work programs, accessible childcare options, and genuine opportunities for professional development – are the ones that will retain and attract the best talent.”
Radford advocates for a shift in how motherhood is viewed in the workplace. Instead of seeing it as a career interruption, she argues that it should be recognised as a period of significant personal and professional development. Skills gained during motherhood—such as time management, negotiation, empathy, and resilience—are highly transferable to the workplace.
She stresses that businesses must dismantle the barriers facing returning mothers by ensuring maternity-specific support and fair hiring and promotion practices. Companies that take these steps will be better positioned to compete for talent in the future.
Rethinking Workplace Support for Mothers
Mari-Carmen Sanchez Morris, founder of FitMAMA Way and former nurse, left her profession after having her first child to become a women’s health and fitness expert. Now a mother of three, she has developed an app designed to support mothers in all aspects of health, fitness, and wellbeing.
Sanchez Morris believes traditional workplace benefits do not meet the needs of working mothers. She advocates for personalised solutions that focus on practical support.
“Traditional ‘perks’ like Christmas parties or drinks after work don’t benefit mums – instead, businesses need to get creative and personal with the solutions they’re offering mums,” she says. “Access to maternity coaching, wellness resources, and clear communication about workplace expectations can make all the difference in whether a mother feels empowered to continue in her role – or whether she’s forced to walk away.”
She argues that businesses offering strong support systems will benefit from higher job satisfaction, lower turnover, and a more diverse workforce. Supporting mothers, she says, is not just good for employees but also for long-term business success.
