Written by Dr Krystal Wilkinson & Rachael Jordan, Founders of The Parent Experience (July 2026)

Why the parent experience matters

Most modern organisations measure the things that matter: revenue, performance, productivity and employee engagement. Many recognise that a positive employee experience is not just good for individuals, but good for business too. Employees who feel supported are more likely to be engaged, productive, committed and willing to recommend their organisation to others.

Yet one important area often receives less attention than it deserves: the parent experience.

Working parents, and those on pathways to parenthood, represent a significant proportion of the workforce. Their experiences can have a direct impact on wellbeing, attendance, retention, progression and performance. Despite this, many organisations have never stopped to ask a simple question:

What is it actually like to become and be a parent while working here?

Understanding the answer can provide valuable insights into whether policies, practices and workplace culture are genuinely supporting employees at some of the most significant transitions in their lives.

What do we mean by the parent experience?

The parent experience encompasses the full journey into and through parenthood, rather than simply maternity, paternity or parental leave.

It includes employees who are considering whether they can afford to have children, navigating fertility challenges, disclosing a pregnancy, managing pregnancy symptoms at work, experiencing pregnancy loss, preparing for parental leave, staying connected while away from work, returning to the workplace and balancing work with caring responsibilities.

It includes birthing and non-birthing parents, employees navigating perinatal mental health challenges, and those whose babies require neonatal care.

At each stage, employees may have different needs, concerns and experiences. How easy is it for them to access information? How confident do they feel discussing their circumstances? Do they feel supported, included and valued? Are career development conversations still taking place?

These questions are central to understanding the parent experience within any organisation.

Why employers should care

There is a compelling business case for paying attention to the parent experience.

Many organisations have invested in family-friendly policies and benefits, sometimes providing leave entitlements and support that go well beyond statutory requirements. However, having policies in place is not the same as ensuring employees have a positive experience.

Research suggests that:

• 63% of working parents report feeling burned out.
• Working parents are twice as likely to leave an employer that does not support parenthood.
• Poor parental support is estimated to cost the UK economy £8 billion annually in lost productivity.

The implications are significant. A poor parent experience can contribute to stress, disengagement, absenteeism and turnover. A positive experience can enhance employee wellbeing, strengthen retention and support continued career development.

There is also a growing regulatory and societal focus on issues affecting working parents. Recent and forthcoming legislation relating to neonatal care leave and pregnancy loss reflects increasing recognition of these experiences. At the same time, organisations are facing greater scrutiny around gender equality, progression and the persistent motherhood penalty.

The question for employers is not simply whether they have policies, but whether those policies are translating into positive outcomes for employees.

What the research tells us

Through my research at the Centre for Decent Work and Productivity at Manchester Metropolitan University, exploring workplace experiences of fertility journeys and parental transitions, several recurring themes have emerged.

Firstly, many employees struggle to locate or understand relevant policies. Even where support exists, it is not always visible or accessible.

Secondly, some experiences remain insufficiently recognised in workplace policy and practice. Fertility treatment, pregnancy loss and perinatal mental health problems are areas where employees often report limited support or guidance.

Thirdly, many employees describe a "line manager lottery". Their experience can depend heavily on whether their manager feels confident and equipped to respond appropriately to disclosures, questions or requests for support.

We also hear concerns about employees feeling forgotten during parental leave, inconsistent use of Keeping in Touch (KIT) days, and return-to-work processes that fail to adequately support people's transition back into the workplace.

Finally, assumptions about career ambition and progression continue to shape experiences. Some employees report feeling that opportunities diminished once they became parents, while others describe a lack of proactive career conversations during and after parental leave.

Importantly, these findings do not suggest a lack of goodwill. In many cases, line managers genuinely want to support their staff but feel constrained by limited training, unclear policies, insufficient time or a lack of confidence.

What employers can do

Improving the parent experience does not necessarily require expensive new benefits. Often, it starts with understanding how existing policies and practices are experienced by employees.

Employers may wish to ask themselves:

• Can employees easily find and understand our policies?
• Do our policies cover the full range of parental journey experiences?
• How confident are our managers in supporting employees through these experiences?
• How do employees experience parental leave and return-to-work processes in practice?
• Are career development conversations continuing before, during and after parental leave?
• Do employees feel psychologically safe discussing their needs and asking for support?

Some practical actions include:

Review policies through an employee lens

Consider not only what policies say, but how accessible and useful they are in practice. Explore whether there are gaps relating to fertility, pregnancy loss, perinatal mental health, neonatal care or flexible working.

Equip line managers

Managers often shape employee experiences more than policies themselves. Providing clear guidance, training and support can improve confidence and consistency in how managers respond.

Strengthen communication

Ensure employees know where to find information and who to contact for support. Clear communication can reduce uncertainty during what can be highly emotional and complex periods.

Improve parental leave and return-to-work experiences

Review processes around planning for leave; how employees stay connected during leave; how KIT days are used; and what support is available on return. Small interventions can make a significant difference to confidence, wellbeing and retention.

Listen to employees

Gather feedback from parents and those on pathways to parenthood. Understanding lived experiences can help identify what is working well and where improvements are needed.

Ultimately, organisations that actively examine the parent experience are better placed to create workplaces where employees can thrive both professionally and personally.

Learn more

If you would like to learn more about the parent experience and how organisations can assess and improve it, visit our website to find out more about The Parent Experience Score.

We’ve also launched a Parent Experience Podcast, which explores many of the topics discussed above, shares emerging research and highlights practical examples of effective workplace support: The Parent Experience Podcast | Podcast on Spotify

By taking the time to understand the parent experience in your organisation, you can move beyond policy compliance and create meaningful, evidence-based improvements that benefit both employees and the organisation as a whole.