Rethinking “Return to Work” for New Mothers in Jersey

For many women in Jersey, the phrase “returning to work” after maternity leave fails to capture the complexity of their transition. Rather than a simple return to previous duties, this phase is marked by significant adjustments, including physical recovery, altered sleep patterns, and new childcare arrangements. The shift in identity and priorities means that this moment should be viewed not as a return but as a reconfiguration of work and life.

Despite this reality, many workplaces continue to operate under outdated assumptions about employment. Expectations regarding availability, productivity, and career progression often remain rooted in a linear model that does not account for the realities of motherhood. This disconnect has broader implications for Jersey’s workforce, affecting gender equality, workforce participation, and long-term economic resilience.

Insights from Recent Research

These pressing issues were highlighted in a recent webinar hosted by Mentorhood in collaboration with Jersey Finance, featuring insights from Jane van Zyl, chief executive of Working Families UK. The discussion drew on findings from the report titled The Future of Working Motherhood 2026, which examined nearly 500 responses from professional women. It emphasized that the challenges faced in maternity transitions are primarily design problems rather than motivational issues.

Key findings from the report reveal that 97.5% of working mothers would remain in their roles longer if they received meaningful support during maternity leave and re-entry. Conversely, 40% reported leaving their jobs after childbirth due to inadequate support. Most departures occur within the first year back, signaling systemic issues rather than individual failures. Alarmingly, only 22% of organisations have formal re-entry plans in place.

Challenges in Jersey’s Workforce

On the surface, Jersey’s employment figures appear robust. According to the 2021 Census, approximately 81% of working-age residents were employed, with unemployment rates lower than those in the UK. Nonetheless, persistent concerns about work-life balance, childcare availability, and flexibility particularly affect women.

Often, women find themselves reducing hours, transitioning to part-time roles, or stepping back from career advancement following maternity leave. These decisions are rarely based solely on personal preference; they often stem from inflexible job structures and limited childcare options. The economic consequences are significant. When experienced women leave the workforce, organisations lose critical skills and leadership potential. This not only impacts individual firms but also constrains the overall talent pool, especially in sectors like finance and legal services.

Challenging the notion that mothers will permanently shift to part-time work is essential. This assumption influences decisions regarding promotions and role design, often before a woman has even returned from maternity leave. Research indicates that many parents do return to full-time roles as their children grow older and childcare situations stabilize. What mothers frequently require is temporary flexibility rather than a long-term reduction in responsibilities or aspirations.

When organisations prematurely reassign women to lower-progression positions, they inadvertently narrow career paths during a transitional phase, blocking those who intend to fully re-engage later on. For Jersey’s relatively small labour market, this reality is particularly concerning. Employers who create roles with flexibility are better positioned to retain experienced women and safeguard future leadership pipelines.

Addressing Pay Gaps and the Motherhood Penalty

The gender pay gap is not simply a statistic; it arises from daily workplace decisions. In Jersey, disparities are especially pronounced in sectors like financial services and information technology. These gaps reflect how work is structured around parenthood. As women are more likely to reduce hours or decline advancement opportunities after maternity leave, the cumulative impact over their careers can result in fewer promotions, lower lifetime earnings, and diminished representation in senior positions.

International research consistently identifies a “motherhood penalty,” highlighting that women often face reduced employment opportunities and earnings post-childbirth. Without intentional redesign of workplace structures, this penalty can become ingrained, undermining pay equity despite formal commitments to fairness.

For organisations prioritising diversity, equity, and inclusion (DEI), maternity transitions represent a critical test. Parenthood is a predictable life event, and treating maternity return as “business as usual” risks eroding progress toward inclusion and equality. The findings from the Future of Working Motherhood research suggest that flexible work arrangements often hold more value for mothers than increased salaries. While paid leave is important, it is just one part of a larger solution.

Practical Steps Forward

To create sustainable inclusion, Jersey employers must move beyond policy statements to concrete actions. This includes developing structured re-entry plans, implementing outcome-based performance measurements, and training managers to support transitions with empathy and foresight. Addressing childcare availability and costs is also crucial, as many families struggle to find affordable and reliable care. When childcare arrangements fail, mothers frequently adjust their work lives, leading to long-term consequences for their earnings and career progression.

Research provides clear strategies for improvement:

– Implement structured, phased re-entry after maternity leave.
– Focus on outcome-based roles rather than rigid hours.
– Train managers to effectively support transitions.
– Make flexibility and job shares the norm, not exceptions.
– Establish data-driven accountability for retention and progression.

The message from the Mentorhood and Jersey Finance discussion is unequivocal: retaining talent requires thoughtful design rather than mere goodwill. Designing work around predictable caregiving transitions is both humane and economically sound. Jersey has the opportunity to lead by creating a workforce where careers and caregiving coexist in a sustainable and equitable manner for all.

Denise Heavey is a recruitment specialist, mediator in training, and former business leader who advocates for family wellbeing and mental health. With a background in business leadership and personal experience in balancing work and family, she co-founded Mentorhood, aimed at empowering parents through specialist-led workshops and assisting businesses in forming family-friendly policies.