New Arrivals, New Expectations: Building a Workplace That Supports Returning Parents
Returning to a sector defined by relentless deadlines and “always-on” pressure brings a unique set of challenges, particularly when navigating a landscape still heavily influenced by traditional, male-led structures. For many, the transition back from maternity leave can feel like navigating a complex route without a map, often because the experience remains a “blind spot” for senior leadership.
However, the logic for change is simple: attracting and retaining the best talent means being unapologetically inclusive of women and mothers. Studies consistently show that diverse leadership teams outperform their competitors in both profitability and innovation.
But beyond the data, we must recognise that mothers, fathers and in general caregivers bring a “masterclass” in transferable skills to the warehouse floor and the boardroom alike.
At Visku, we’ve seen that in action. We’ve adapted by making space for real conversations, embedded flexibility, and are creating a culture where people know they matter. I’ve been through this myself as a toddler mum, having recently started my second maternity leave, as well as managing a team member on parental leave.
We’ve seen businesses struggle in this arena. There is no roadmap because there is no one-size-fits-all approach, but there are common learnings through on the ground and lived experience that help. Here are my key takeaways:
KIT Days: What They’re Really For
KIT days offer a gentler return for parents, help them stay connected to their teams, and feel part of things again. One thing many don’t consider – and that I found really helpful – is that they provide much-needed financial support. In the U.K., statutory maternity pay stops after nine months. KIT days can help bridge the financial gap.
However, the key is flexibility. KIT days should be available, not expected.
One of my team members is currently on maternity leave. I remember how tough those first few months can be, so there are zero expectations of contact. Sleep’s all over the place, the idea of “routine” is a myth, and everything feels new. When things start to feel more familiar, KIT days can become more useful, but only if they want them. A quick call, a casual drop in – or nothing at all. It’s all valid.
It All Starts With Culture and Conversation
The workplace was never really designed with parents in mind, so let’s change that.
Real support goes beyond the basics – it begins with a change in attitude and culture. Every parent’s circumstances are different; that’s why the most helpful thing a business can do is to listen.
When I returned after having my first son, the little things went a long way. Simple things like sitting at a screen all day felt harder, navigating childcare was a minefield, and mentally, I wasn’t quite in the same place I’d been a year before. That’s normal.
Having leaders who listen, who don’t assume, and who still include you in the company’s future builds loyalty.
Thinking about Paternity with Maternity
And it’s not just about mums. My husband made changes at his work to help my return transitions, and I’ll never forget that. This is about families, not just individuals. He ensured he was more flexible at home during those initial weeks and months of my return to work, so I didn’t feel so guilty or the load didn’t fall onto me by default.
Businesses should understand, statutory paternity leave doesn’t mean you get the same employee back after 2 weeks. You get a new person, with new responsibilities. If businesses can acknowledge this, the ecosystem between employee and employer will be much healthier.
What Work Can’t Teach You (But Parenting Can)
Becoming a parent hasn’t just changed me – it’s shaped how I show up at work. Just by spending time with my son, I’ve learnt new skills and rediscovered old ones. Empathy, multi-tasking, leadership, patience…the list goes on. In an industry built on relationships and resilience, they matter.
When companies support parents properly, they make someone’s life easier, create stronger teams, attract the kind of talent customers want to work with, and build loyalty that lasts.
And I’ve been able to take on more challenging projects. The simple fact of being able to mentally take on more complex tasks at the same time is nothing new for a juggling parent. And the motivation to do so is there.
Tips for a Positive Return
Here’s what’s worked for me as a parent, manager and colleague:
- Don’t rush contact: Newborns don’t know night from day. Let people settle before expecting updates.
- Let KIT days fit the person: A full day in the office or a 30-minute Zoom – either can count. Let them choose.
- Think beyond hours: Flexibility means understanding life happens – illness, childcare hiccups, sleepless nights.
- Keep the conversation going: Support doesn’t end in week one. Ongoing one-to-ones matter just as much six months in.
- Acknowledge the invisible load: operate a “Kindness Economy” in the workplace. Enhancing the value right from CEO to customer.
- Laugh at the moments that make you human: If your little one enters the room or becomes visible on screen unexpectedly, create an environment where it’s ok. For me, some colleagues have met my son on screen, and I’ve owned the moment. But I draw the line at external / customer meetings. Just know your boundaries.
- Consider a phased return. Opting into a couple of days a week to start things off, giving time to settle and reflect.
- Set up 1:1s with colleagues upon return, just like you would in an induction for a new employee. This can result in the best new ideas and collaboration.
When businesses embrace this, they build stronger, more connected teams and support individuals’ return.
For more reflections on parenting in our industry, read the blog: Parenting in the Supply Chain