Client Facing Roles in many professional service sectors need better support for returning working parents. This is how organisations can help.

Returning to work after parental leave presents a unique set of challenges, especially for parents in client-facing roles in professional services sectors (e.g. legal, consulting etc.). These professionals, who often juggle financial targets, extensive travel, and round-the-clock availability, face significant pressures when reintegrating into the workforce. Not to mention (but we will), the often intense / unrealistic pressure / expectations working parents put themselves under when returning.

Through coaching hundreds of WOMBA clients, we’ve seen firsthand the impact this transition can have on parents, such as: lack of confidence, second-guessing themselves, burnout at work and home, and a reluctance, reticence or fear to share their pregnancy/parental identity with clients. 

In this blog, we’ll explore some of these challenges and, importantly, how businesses can support working parents to ensure a smoother, more equitable return to work and in return, retain their talent.

Challenges and practical solutions 

CHALLENGE 1. Financial Targets 

A common issue for parents returning to work is the expectation that they can immediately perform at the same level as before they left, or similar to their colleagues. Financial targets are often set as though they still have a robust client pipeline, but the reality is often different. Before going on leave, clients are frequently passed on to colleagues for management, and after returning, these clients may not be handed back. Rebuilding a new pipeline from scratch, while being held to pre-leave targets, is an unrealistic expectation.

SOLUTION: Adjusting Financial Targets

Financial targets for returning parents should be phased to reflect the reality of their situation. If their client pipeline hasn’t been restored, they cannot be expected to perform at the same level as colleagues with established pipelines. Setting more realistic targets for the first few months back allows parents to build up their client base again without the pressure of unrealistic goals. This approach is backed by research from Working Families UK, which stresses the importance of flexible targets in promoting employee retention and job satisfaction after parental leave. 

CHALLENGE 2: Extensive Client Travel

For client-facing roles, travel is often unavoidable. Before parental leave, a five-hour commute to a client meeting might have been an inconvenience, but it was manageable. However, with childcare responsibilities in the mix, regular long commutes become much more difficult. The pressure to meet client demands while balancing family life can lead to significant strain, particularly in the first few months after returning to work.

SOLUTION: Flexible Client Assignments

Travel expectations need to be reconsidered for returning parents, particularly during the early months of their return. Assigning these employees to clients located closer to home can alleviate some of the strain. A report by CIPD (the Chartered Institute of Personnel and Development) highlights how flexible working arrangements, including reduced travel, are key to supporting the work-life balance of returning parents. Look at options for reduced client travel for a certain period of time, while the working parent creates their consistent family routine at home.

CHALLENGE 3. The Perception of 24/7 Availability

In some industries, especially high-pressure sectors like mergers and acquisitions (M&A), there’s a perception—and often a reality—that employees must be on call 24/7 for clients. Managing this expectation, while also aiming to establish consistent family routines, can create intense stress for returning parents. This leaves many feeling as though they’re constantly falling short, either at work or at home.

SOLUTION: Reviewing 24/7 Availability

While certain clients may demand high levels of availability, this doesn’t apply universally. Senior mentors should work with parents to understand their specific situations and explore alternative arrangements. For example, they might support a less demanding client or focus on different technical areas where work-life balance can be more easily achieved. Open conversations about client expectations and flexible roles can help both employers and parents find solutions that work.

CHALLENGE 4: Immediate Client Assignments

In some cases, working parents are assigned to new client projects immediately upon returning to work. Without time to re-establish internal networks, catch up on business developments, or get familiar with new client dynamics, they can feel unprepared and overwhelmed. A smooth return is critical, yet some businesses miss the opportunity to provide adequate time for adjustment.

SOLUTION: Implementing a Phased Return

A phased return allows working parents to reintegrate at a more manageable pace. Some businesses offer a temporary arrangement of 100% pay for 80% working hours for the first month, giving parents time to adjust. Additionally, allowing for a short period "on the bench" (i.e., without being immediately assigned to a client) can provide valuable time to catch up on developments and rebuild networks. Research from Timewise found that such phased returns improve employee wellbeing and lead to better long-term performance .

Why

Supporting parents returning to work isn’t just about doing the right thing - it’s also a business must. As we know, businesses offering more flexible and supportive environments for working parents saw higher rates of employee retention and increased productivity.

By recognising the unique challenges faced by parents in client-facing roles, and implementing targeted solutions, businesses can help ease the transition back into the workforce. This not only supports employee wellbeing but also boosts morale, loyalty, and long-term success.

At WOMBA, we believe that supporting parents returning to work is crucial for creating inclusive, thriving workplaces. And it’s time more companies follow suit.

Sources:

1. Working Families UK, "The Business Case for Flexible Working"

2. CIPD, "Flexible Working: Lessons from the Pandemic"

3. Timewise, "The Impact of Phased Returns to Work"

4. University of Manchester, "Flexible Working and Employee Retention: Key Findings"