Why Manager Capability Is the Missing Link in Parental Leave Support

Most organisations today have parental leave policies in place.

They outline entitlements, timelines and return-to-work options. On paper, they suggest that employees are supported through the transition to parenthood. But in practice, outcomes often tell a different story.

Many women still leave the workforce after becoming mothers — not because they lack ambition or capability, but because the experience of navigating pregnancy, parental leave and returning to work is poorly supported.

The gap is not policy.The gap is manager capability.

Managers are expected to navigate some of the most complex and sensitive moments in an employee’s career. They are the ones having conversations about workload, performance, flexibility and career progression. Yet very few receive any training on how to do this well in the context of parental leave.

Without guidance, managers rely on personal judgement, past experiences or organisational culture. This leads to inconsistency — and in many cases, unintended harm. Employees may feel unsupported, overlooked or uncertain about their future.

From a workplace perspective, this creates real risk.

Poorly managed transitions can lead to disengagement, increased psychosocial strain and ultimately attrition. Replacing experienced employees is costly, both financially and culturally. But beyond that, organisations lose valuable knowledge, capability and leadership potential.

Improving outcomes for working parents requires more than policy updates. It requires equipping managers with the skills and confidence to lead through this transition effectively.

When managers are supported, employees are more likely to feel valued, understood and able to continue contributing at a high level.

And when that happens, organisations don’t just retain talent — they strengthen it.