A CRITICAL CAREER TRANSITION
Returning to work after childbirth is more than starting work again.
This period is an important transition: personal responsibilities and professional expectations are rebalanced, and career goals, boundaries and the bond with the organization are reshaped.
A well-designed return-to-work process supports employees in adjusting to this new phase with confidence and clarity, while helping the organization strengthen employee engagement, career continuity and talent retention.
FOR THE EMPLOYEE
Clarifying the needs, boundaries and career goals of this new phase, and building a healthy return-to-work plan with the manager and team.
FOR THE ORGANIZATION
Creating an inclusive and consistent return-to-work experience, and equipping managers with the right communication and support skills.
T!NK 3C CAREER TRANSITION MODEL™
Returning not to the same job, but to a new phase.
When returning to work after childbirth, the goal is not to expect employees to pick up exactly where they left off. It is to understand the needs, priorities and career expectations that have changed with the experience of motherhood, and to build a new way of working that is sustainable for both the employee and the organization.
01 — CONFRONT
Confront
Making what has changed visible.
Understanding the impact of motherhood on identity, values and priorities
Being able to talk about the feelings, expectations and concerns around returning to work
Noticing the invisible mental load and the changing dynamics of daily life
Clarifying the employee’s career goals and evolving needs
02 — CONNECT
Connect
Reconnecting with yourself, your career and your support systems.
Reconnecting with your professional identity, strengths and career purpose
Building an open dialogue with your manager about needs and mutual expectations
Rebuilding a sense of belonging, voice and visibility within the team
Drawing on the support available from family, care arrangements and the organization
03 — COMMIT
Commit
Building the new way of working, together.
Identifying personal boundaries and non-negotiable needs
Making joint decisions on workload, working arrangements, flexibility and support
Planning steps that protect career visibility and development goals
Setting realistic routines and a follow-up rhythm for the first phase
The aim is not to go back to the old routine, but to enable the employee and the organization to build a new, sustainable way of working that suits both.
PROGRAM JOURNEY
A three-month, multi-stakeholder return-to-work experience.
Return to Work™ does not leave the responsibility for returning to work to the employee alone. It is a structured three-month development journey in which the employee, manager and HR each contribute from their own roles, combining short videos, group sessions and one-on-one coaching.
START
Preparation and Alignment
The program’s goals, the organization’s needs and each party’s role are clarified. The employee’s starting point and expectations are understood, and the framework for support and confidentiality provided by the manager and HR is defined.
MONTH 1
Confront
Changing identity, priorities, emotions and expectations about returning to work are explored. Short videos and group sessions create a shared learning space, while one-on-one coaching helps the employee clarify their own needs and career goals.
MONTH 2
Connect
A structured return-to-work dialogue is established between the employee and manager. Belonging, communication, visibility and support systems within the team are strengthened. Group sessions and individual meetings help turn experiences into practice.
MONTH 3
Commit
Working arrangements, boundaries, support needs and career priorities are turned into a shared plan. Actionable steps for the employee, manager and organization are defined, along with a sustainable follow-up rhythm.
CLOSE
Closing and Organizational Learning
The employee’s development and return-to-work experience are reviewed. With the confidentiality of the conversations protected, shared lessons from the program and practices the organization can improve are discussed with HR.
Program components: Short videos • Group sessions • One-on-one coaching • Manager sessions • HR alignment and review meetings
CASE STUDY
Between Motherhood and Leadership
The Need
Women who continue their working lives after becoming mothers are trying to balance multiple identities and expectations. The need is not only to readjust, but to make sense of the transformation they are going through and to make visible the skills that motherhood brings to leadership.
The Approach
Designed in partnership by Dilan Aydın and Azer Karabıyık, the program was hosted by sahibinden.com and run with 14 women. Over three weeks, individual work, group sharing and facilitated dialogue came together.
The Value Created
95% of participants were satisfied with the program, and 100% said they would recommend it to others. Participants said that being part of a community sharing similar experiences gave them strength and motivation.
“Being part of a community where we shared similar feelings felt incredibly good.”
Participant, Between Motherhood & Leadership
Join our ongoing research
Together, we are working to understand the experience of returning to work after childbirth in Türkiye.
The survey is in Turkish. For every valid, completed survey, TL 350 will be donated to AÇEV on the participant’s behalf.
Frequently Asked Questions
What people ask about return-to-work programs after childbirth
Still have questions?
How is the return-to-work process after childbirth planned?
An effective return-to-work process after childbirth follows a structured plan prepared jointly by the employee, the manager and the HR team. The key steps are clarifying duties and priorities, balancing workload, setting a communication rhythm and putting the necessary support mechanisms in place. Depending on the organization’s circumstances, flexible working models and phased return options can also be considered.
Which HR practices can organizations put in place to retain working mothers?
Offering flexibility alone is not enough to retain working mothers; an inclusive and consistent employee experience must be designed. A structured return-to-work policy, manager awareness initiatives, coaching for working mothers, mentoring support, regular development conversations and career planning are the main HR practices that support employee engagement and a sense of belonging to the organization.
How is the Return to Work™ coaching program for working mothers delivered?
Return to Work™ is a three-month corporate program for returning to work after childbirth, with coaching for working mothers. With the employee, manager and HR all involved in the process, the program combines short videos, group sessions, one-on-one coaching, manager sessions and HR reviews. The content and implementation plan are customized to the organization’s working model and employees’ needs.
How can managers support employee engagement when someone returns to work after childbirth?
Managers can ease readjustment by communicating openly, clarifying expectations and listening without judgment to the employee’s changing needs. Realistic workload planning, preserving the employee’s role and visibility in the team, regular feedback conversations and an environment of psychological safety are the key elements of inclusive leadership and effective manager support.
How is the impact of a return-to-work program after childbirth measured?
The program’s impact can be tracked through indicators such as work adjustment, employee engagement, belonging, manager–employee communication and career continuity. Pre- and post-program assessments, regular feedback and HR observations make progress visible. Organization-level measurements are assessed in aggregate, while the confidentiality of individual coaching sessions is protected.
