Returning to work after parental leave is more than a logistical transition—it is a profound psychological journey that reshapes identities, redefines roles, and recalibrates career aspirations. For many parents, the shift from caregiving to professional responsibilities brings a complex interplay of emotions, from excitement and ambition to anxiety and self-doubt.
This article explores the psychology of returning parents through three interconnected lenses: identity disruption, as individuals navigate competing parental and professional selves; role re-entry, marked by emotional and cognitive challenges in resuming workplace responsibilities; and occupational recalibration, where parents realign career goals with new priorities.
Drawing on organizational psychology and real-world insights, we examine how these dynamics impact employee engagement and well-being, offering evidence-based strategies for organizations to support returning parents.
As workplaces evolve, understanding these psychological processes is critical to fostering inclusive, supportive environments that empower parents to thrive.
Impact on Employee Engagement and Well-Being
Identity Disruption and Engagement: Returning parents often experience a clash between their parental and professional identities, which can erode workplace engagement. Ladge and Greenberg (2015) found that mothers returning to work face “identity uncertainties,” questioning their competence as professionals while adapting to motherhood. This dissonance can reduce task engagement, as parents expend emotional energy reconciling these roles. For example, a mother may hesitate to take on high-visibility projects, fearing judgment about her commitment, leading to lower discretionary effort—a key component of engagement. Similarly, Millward (2006) noted that UK mothers reported feeling “out of place” at work post-leave, which diminished their sense of belonging, a critical driver of engagement.
Role Re-entry and Emotional Well-Being: The emotional and cognitive demands of re-entering professional roles can strain well-being. Alstveit et al. (2011) highlighted that Norwegian mothers experienced tension between work and family, reporting anxiety and guilt when resuming work. This emotional labor, coupled with cognitive overload from managing childcare logistics, can lead to burnout or reduced job satisfaction. Spiteri and Xuereb (2012) found that Maltese mothers felt “torn” during re-entry, with poor organizational support exacerbating stress and lowering well-being. Fathers, though less studied, may also face stigma for prioritizing family, impacting their psychological health (Buzzanell & Liu, 2005).
Occupational Recalibration and Long-Term Engagement: Realigning career goals post-leave often requires parents to seek flexible work arrangements or redefine success, which can affect long-term engagement. Cahusac and Kanji (2014) showed that inflexible organizational cultures push mothers out, as they struggle to recalibrate careers around family priorities. Conversely, Kossek et al. (2017) found that parents who successfully recalibrate—through part-time roles or remote work—maintain higher engagement, as their work aligns with personal values. However, without support, recalibration efforts can lead to disengagement or turnover, as seen in Stone and Lovejoy’s (2004) study of high-achieving women opting out post-leave.
Evidence-Based Strategies for Organizations
To enhance engagement and well-being, organizations can implement the following generic, research-backed strategies to support returning parents:
1. Adopt Flexible Work Arrangements: Offering flexible schedules, remote work, or part-time options reduces role strain and supports occupational recalibration. Kossek et al. (2017) demonstrated that flexibility improves retention and engagement by enabling parents to balance professional and family roles.
a. Action: Develop policies allowing customizable work hours or hybrid models, communicated through internal platforms.
2. Train Managers to Provide Support: Supportive managers ease identity disruption and role re-entry by validating parents’ professional identities. Ladge et al. (2012) found that manager encouragement boosts returning mothers’ confidence and engagement. Training should focus on empathy and tailored support.
a. Action: Create manager training programs emphasizing active listening and goal setting to rebuild parents’ workplace confidence.
3. Cultivate an Inclusive Culture: Inclusive environments that normalize parental responsibilities enhance belonging and well-being. Buzzanell and Liu (2005) showed that equitable leave policies reduce stigma, improving re-entry experiences. Organizations should promote acceptance of family roles.
a. Action: Establish employee resource groups for parents and share re-entry success stories via internal communications to foster community.
4. Implement Reboarding Programs: Structured reboarding helps parents regain professional momentum. Ladge and Greenberg (2015) suggested that resocialization programs, such as mentorship or upskilling, address efficacy uncertainties and boost engagement, countering feelings of being “out of place” (Millward, 2006).
a. Action: Design a reboarding process with mentorship, training, and clear goal setting to support reintegration.
5. Monitor Well-Being Through Feedback: Regular feedback mechanisms identify well-being challenges early. Spiteri and Xuereb (2012) emphasized the importance of listening to parents’ experiences to tailor support. Surveys and check-ins can uncover specific needs.
a. Action: Conduct periodic surveys with questions like “What support would help you balance work and family?” and schedule manager check-ins to gather insights.
The psychological challenges of identity disruption, role re-entry, and occupational recalibration can hinder returning parents’ engagement and well-being, but strategic interventions can transform these transitions into opportunities. By adopting flexible work arrangements, training managers, cultivating inclusion, implementing reboarding, and monitoring well-being, organizations can empower returning parents to thrive. These evidence-based strategies, rooted in research, pave the way for a more engaged, resilient, and inclusive workforce.
References
- Alstveit, M., Severinsson, E., & Karlsen, B. (2011). Readjusting one’s life in the tension inherent in work and motherhood. Journal of Advanced Nursing, 67(10), 2151–2160. https://doi.org/10.1111/j.1365-2648.2011.05660.x
- Buzzanell, P. M., & Liu, M. (2005). Struggling with maternity leave policies and practices. Journal of Applied Communication Research, 33(1), 1–25. https://doi.org/10.1080/0090988042000318495
- Cahusac, E., & Kanji, S. (2014). Giving up: How gendered organizational cultures push mothers out. Gender, Work & Organization, 21(1), 57–70. https://doi.org/10.1111/gwao.12011
- Kossek, E. E., Su, R., & Wu, L. (2017). “Opting out” or “pushed out”? Journal of Management, 43(1), 228–254. https://journals.sagepub.com/doi/10.1177/0149206316671582
- Ladge, J. J., Clair, J. A., & Greenberg, D. (2012). Cross-domain identity transition during liminal periods. Academy of Management Journal, 55(6), 1449–1471. https://doi.org/10.5465/amj.2010.0538
- Ladge, J. J., & Greenberg, D. N. (2015). Becoming a working mother: Managing identity and efficacy uncertainties. Human Resource Management, 54(6), 977–998. https://doi.org/10.1002/hrm.21651
- Millward, L. J. (2006). The transition to motherhood in an organizational context. Journal of Occupational and Organizational Psychology, 79(3), 315–333. https://doi.org/10.1348/096317906X110322
- Spiteri, G., & Xuereb, R. B. (2012). Going back to work after childbirth. Journal of Reproductive and Infant Psychology, 30(2), 201–216. https://doi.org/10.1080/02646838.2012.693153
- Stone, P., & Lovejoy, M. (2004). Fast-track women and the “choice” to stay home. The Annals of the American Academy of Political and Social Science, 596(1), 62–83. https://journals.sagepub.com/doi/10.1177/0002716204268552
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