Parental leave policies with impact:
Encourage partners to take additional time off when the primary caregiver returns to work. This simple step, already successful in Spain, supports rebalancing care and advancing gender equity.
At Tate, we believe that parental leave isn’t a problem to manage it’s an opportunity to strengthen loyalty, culture, and capability. When handled well, this pivotal life moment becomes a catalyst for retention and inclusion. When handled poorly, it leaks talent, culture, and cash.
To explore how organisations can make this transition work for everyone, Tate partnered with Sophie Maunder, Founder of MATRI Coaching and former CEO of communications agency VCCP, to share insights from her work supporting working parents and the businesses that employ them.
The Case for Change
The data is stark: MATRI found that 27% of women don’t return to work after maternity leave or leave their roles within a year, not because they wanted or intended to stop working, but because they felt unsupported. For organisations, that’s a significant and preventable talent drain. Re-recruiting a skilled professional costs on average, over £6,000 — but the real loss comes from disrupted teams, delayed projects, and eroded culture.
Sophie framed it simply: “Handled well, parental leave builds loyalty and engagement.
Handled badly, it costs you capability, culture and cash.”
The motherhood penalty is still responsible for 80% of the gender pay gap. Yet this isn’t just a women’s issue — it’s a leadership and culture issue that affects fathers, same-sex couples, adoptive parents and anyone navigating the transition to working parenthood.
The Human Transition
Becoming a parent represents one of the biggest identity shifts a person will ever experience — emotional, physical, logistical, and financial. It’s not a new job, but it isn’t just a short break either. Many describe it as returning to work as a slightly different version of themselves, now carrying the 'mental load' of family life.
Sophie calls this the 'confidence gap' — the period between leaving for parental leave and returning, when self-doubt can quietly erode professional confidence. Without structured support, organisations risk losing people at precisely the moment they’ve invested the most in them.
From Problem to Programme: The MATRI Model
Drawing on her 20-plus years leading agencies, and her own experience as a single parent and executive, Sophie designed MATRI Coaching: a scalable, business-backed programme that supports employees from the moment they share their pregnancy news through to 6 months post-return. “Handled well, parental leave builds loyalty and engagement. Handled badly, it costs you capability, culture and cash.”
The programme combines short video modules, live webinars, and a digital community — a kind of 'NCT for working parents' — giving participants space to learn, share, and build confidence. For employers, it offers structure, consistency, and a visible commitment to inclusion. As Sophie explains: “When employees hear, ‘Congratulations — here’s our parental policy and your support programme,’ you send a powerful message: We see you, we value you, and we want you back."
Breaking Myths and Shifting Mindsets
Sophie challenged two common myths that hold businesses back:
1. 'Working parents want less.' False. Most parents remain ambitious
and engaged — they simply need flexibility that works both ways. As
Sophie notes, 'Flexibility only works when it’s mutual — goodwill on
both sides.'
2. 'Men don’t need the same support.' Also false. Sophie is expanding MATRI to include modules for fathers and same-sex couples, recognising that men who take extended paternity leave often face stigma and career penalty. Equalising the conversation supports everyone.
Policy in Practice: Small Steps, Big Wins
Role modelling:
Senior leaders should visibly normalise family commitments — leaving early for a school run, attending sports day, and using language that validates caregiving ('I’m being a dad,' not 'I’m on childcare duty'). ‘The language leaders use signals what’s acceptable. Culture shifts when behaviour is modelled at the top.’
Two-way conversations:
Create space for employees to express what they need and for managers to be clear about what’s possible. Honest dialogue prevents assumptions on both sides and assumptions are the quiet killers of retention.
ROI: The Business Win
The return on investment is clear. At Sophie’s former company, return rates improved from 77% to 100%. Even saving one high-performing employee offsets the cost of supporting thirty on the MATRI Programme.
More importantly, employees supported through parental transitions are 77% more loyal to their employer — a direct contributor to engagement, productivity, and reputation as an inclusive workplace.
Key Takeaways for Leaders
- Parental leave is not a cost — it’s an investment in your people and your culture.
- Retention starts long before someone leaves for parental leave; it begins with how their news is received.
- Create psychologically safe conversations — between line managers, HR, and returning employees.
- Normalise flexibility and model it at leadership level.
- Support all parents: mothers, fathers, same-sex couples, adopters, and carers.
Conclusion
Modern work requires modern thinking. Supporting parental transitions isn’t just about compassion; it’s about competitive advantage. Organisations that get this right keep talent, close their gender pay gap, and build workplaces where people thrive through every stage of life.
Parental leave is not a pause — it’s a test of culture. The smartest businesses are passing with flying colours.
