For all the progress Australia has made in fairness between men and women one thing still quietly changes women’s careers: having a baby.
It’s not that they don’t want to do a job. It’s not that they’re not capable. Often it’s a lack of help from their company at a critical time. If companies are serious about having women in leadership parental leave can’t just be a temporary policy. It needs to be a way to keep employees one that protects experience makes the company culture stronger and keeps leadership pipelines going.
Supporting women before, during and after childbirth isn’t the right thing to do. It’s business.
The Business Case for Rethinking Parental Leave
Australia has made some progress in leave but many professional women still say their careers stall after they have a baby. Their chances of getting it can slow down. Their confidence can dip. Opportunities sometimes go to others.
Replacing talent is expensive. The costs of finding people, training them and losing institutional knowledge all add up. When experienced women leave for good because coming back feels too hard, businesses lose out in the run. Thinking companies are looking at parental leave as a way to keep things going rather than an interruption. The goal is not just to offer time off but to keep momentum.
That means thinking in three phases: before leave begins, during leave and after return.
Before Leave: Planning Without Penalty
Support starts well before the baby arrives.
Open conversations matter. Leaders should feel safe talking about timelines, workload adjustments and succession planning without fearing they’re signalling reduced commitment.
Practical steps include:
Clear documentation of responsibilities to maintain continuity.
Structured handover plans that protect both the employee and the business.
Transparent discussions about -leave career intentions and aspirations.
Often assumptions creep in. Colleagues may presume a woman wants to scale back. She may not. Assumptions create ceilings.
Instead companies should formalise transition planning like they would for any sabbatical or secondment. Having a baby should not be treated as a derailment.
During Leave: Staying Connected Without Pressure
There is a balance between inclusion and intrusion.
Some women prefer work contact during leave. Others want involvement to stay informed. The key is choice.
Options can include:
Invitations to company updates.
Access to communications.
Optional attendance at leadership events.
Maintaining a sense of belonging reduces the barrier to return. It reinforces identity beyond motherhood alone.
Crucially companies should avoid restructuring that sidelines someone during absence. Decisions affecting role scope reporting lines or progression should be handled transparently. With future reintegration in mind.
After Return: Where Many Systems Fail
This is where the real test lies.
Returning to work after childbirth is not simply a scheduling issue. It is an adjustment period that demands flexibility and understanding.
Common challenges include:
Adjusting to routines.
Managing childcare logistics.
Rebuilding confidence.
Navigating sleep and increased mental load.
Flexible work arrangements help,. Flexibility alone is insufficient if performance expectations remain unchanged without context.
Gradual ramp-up periods, defined review checkpoints and realistic workload calibration can significantly improve retention. A structured return plan signals that the organisation expects long-term leadership, not participation.
Childcare: The Missing Link in Leadership Retention
One of the underestimated factors in successful return-to-work strategies is access to reliable early education.
In Australia childcare availability and quality vary significantly by location. For mothers in leadership roles knowing their child is in a safe development-focused environment is foundational to being fully present at work.
Centres such as heathmont childcare is an example of purpose‑built early learning environment that support families balancing work and care responsibilities. Access to reliable childcare with structured routines and age‑appropriate programming is an important part of enabling working parents to engage fully in professional roles. While employers may not directly manage childcare services, awareness of local childcare options can help shape workplace flexibility policies and scheduling decisions.
For example:
Aligning meeting schedules with childcare hours.
Supporting routines rather than erratic late-night expectations.
Offering arrangements that accommodate drop-off and pick-up windows.
Childcare is not an issue isolated from professional performance. It is part of the infrastructure that enables leadership continuity.
When organisations acknowledge this reality they reduce friction for returning mothers.
Leadership Culture Matters More Than Policy
You can have a parental leave policy on paper and still lose high-performing women.
Why? Because culture overrides policy.
If senior leaders make comments about “commitment” after maternity leave confidence erodes. If career-defining projects are quietly reassigned without consultation trust diminishes. Visible examples matter. When women return to roles and continue progressing it normalises motherhood within leadership pathways. When executive teams include mothers who are supported than sidelined younger employees see possibility.
Mentorship also plays a role. Pairing returning leaders with peers who have navigated transitions creates practical and emotional support structures. Retention is rarely one policy decision. It’s about repeated signals that say: you still belong here.
Why This Is a National Imperative
Australia continues to work toward closing gender pay and leadership gaps. Supporting women through childbirth and return-to-work phases directly influences those outcomes.
When experienced women remain in leadership pipelines:
Boards gain talent pools.
Organisational diversity strengthens.
Decision-making improves through perspective.
This is not theoretical. Companies with gender diversity often report stronger performance metrics across innovation, risk management and employee engagement.
The cost of inaction is cumulative. Every capable woman who exits leadership due to structural friction represents lost potential for the organisation and the broader economy.
Practical Steps for Organisations
For companies serious about supporting women leaders through childbirth consider:
Formalised pre-leave transition frameworks.
Customisable communication plans during leave.
Structured return-to-work ramp-up programs.
Leadership training for managers on bias.
Clear pathways for continued promotion eligibility post-return.
Open discussion around childcare logistics as part of work planning.
These are not shifts. They are refinements that demonstrate foresight.
The Long-Term View
Reimagining parental leave is not about short-term goodwill. It is about long-term leadership sustainability.
Women do not lose capability when they become mothers. If anything, many develop stronger time management, empathy and resilience. The question is whether corporate systems evolve to recognise and support that reality.
In Australia’s talent landscape retaining experienced female leaders is a strategic advantage. Companies that treat leave as part of leadership development. Rather than a pause in it. Will maintain stronger pipelines and more stable executive teams. Supporting women before, during and after childbirth is not a concession. It is a commitment to continuity. Continuity builds strong organisations.
