It takes a village – and supporting people through maternity leave also makes business sense

This Sunday is Mother’s Day and, for many women, it will be their first as a mother. It marks an exciting, rewarding and transformative time in their personal lives which, for those in employment, can also be a critical juncture in their careers. According to research carried out by Matri Maternity Coaching in 2025, one in four mums either don’t return to work after maternity leave or leave within a year of coming back. Although many have their own personal reasons for leaving or not returning to work, research suggests that most blamed a lack of support or poor return-to-work policies. It is clear that employers play a key role during this time, and that a supportive and nurturing attitude during maternity leave and upon return to work can make an incredibly positive impact on employees.

The law puts protections in place to support employees during this period, so this article looks at what employers are legally obliged to do during and immediately after maternity leave, and what else they can do beyond that to help women navigate it successfully.

During maternity leave

Employees should feel supported during maternity leave. Legislation explicitly provides for “reasonable contact”. What that means in practice will depend on the employee but could include such things as keeping them updated on developments at work. It would also be worth discussing with the employee, before her maternity leave begins, how often she would like to be contacted during it, and by what method. Unless the employee opts out, she should be included on invitations to social and training events and be kept abreast of any vacancies (including promotion opportunities).

The employee also has the option, with agreement of the employer, to partake in up to ten ‘keeping-in-touch’ days and is entitled to be paid for the time as usual. These days are often used for conferences, training sessions or team meetings, and can help employees to phase their return to work, stay in contact with colleagues, and maintain their skills. They may also help to ease any anxieties that the employee has about their work while they are on maternity leave.

Preparing for return to work

It is worth holding a pre-return meeting to ease the employee’s transition, starting with a discussion of what support they might need. You may, for example, consider whether a phased return may be appropriate, and give the individual the opportunity to discuss flexible working. That might involve hybrid working or a reduction in hours either permanently or temporarily. Any request should be considered reasonably, timeously and in line with your flexible working policy. Consider whether a handover is required between the individual and their maternity cover – it may be that ‘keeping-in-touch’ days can be used to facilitate this too. The employee should also be updated on workplace changes, even those that are relatively minor.

Return to work

Any employee that has taken less than 26 weeks of maternity leave is entitled to return to the same job that she had pre-maternity leave. Those that have taken more than 26 weeks of maternity leave have the right to return to the same job, or a suitable alternative role where there is a genuine reason why return to the same job is not possible (for example, if the company has re-organised). If there is no genuine reason, this is likely to amount to pregnancy and maternity discrimination, automatic unfair dismissal or unlawful detriment.

At all times, it is important to be empathetic. Anyone returning to work after maternity leave is experiencing a substantial change in circumstances – both emotionally and physically. New parents are often dealing with fundamental shifts in their day-to-day life and may be working on very little sleep. They may have unexpected challenges to deal with and may have a few dependents to care for.

Employers should consider providing a suitable area for those who are breastfeeding to rest, and somewhere hygienic where people can express milk. You should also think about whether any training is required, for example in relation to new systems that were introduced during the person’s maternity leave, or new developments in the area in which they work. If the employer offers any family-related benefits, such as subsidised childcare, these should also be highlighted. Enhanced paternity leave can also help alleviate pressures at home, as well as provide support for fathers and partners – to allow for equal responsibility between both parents.

People are the key

The law can only do so much. Whether or not someone feels valued and supported on their return to work after a period of maternity leave often hinges on the behaviour of their line manager. Tact, empathy and support at all stages of maternity are critical, as is treating each person as an individual and recognising that people have different needs.

Without this, employers risk damaging relationships, losing valuable people, and even facing costly Employment Tribunal litigation. Those who handle the process well can benefit from all that comes from stronger relationships with their employees.

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