The impact of parenthood on professional lives is deeply intertwined with societal norms and workplace biases. While fatherhood often serves as a career booster, motherhood remains a significant challenge. This disparity raises a crucial question: How can workplaces become truly inclusive, ensuring parenthood is a shared experience rather than a career roadblock?

On Women’s Day, People Matters hosted a special edition of Big Questions featuring Madhuka Das, Global DEI Lead at Wipro, and Chella Pandian Pitchai, TEDx speaker and Global Head of DEI at Biocon Biologics. The discussion explored how parenthood shapes career trajectories, the persistent biases that women face, and what organisations can do to drive equity in the workplace.

The parenthood paradox: Career growth vs. career setback

For fathers, parenthood is often perceived as a stabilising factor. Many organisations view fathers as more responsible, committed, and reliable once they have children. This perception can lead to promotions, salary hikes, and increased career opportunities.

Conversely, for mothers, the journey is starkly different. The ‘motherhood penalty’—a well-documented workplace phenomenon—leads to lower pay, missed promotions, and a slower career trajectory. Women are often perceived as less committed, with assumptions that they will prioritise family over work. These biases persist despite the growing number of working mothers demonstrating high performance and dedication.

Why does this bias exist?

Chella Pandian Pitchai highlighted how legal frameworks and cultural expectations shape workplace policies globally.

“In different countries, maternity leave policies vary significantly. Some regions have structured, government-mandated parental leave, while in others, the support is minimal. However, even where strong policies exist, the mindset towards working mothers often remains unchanged. Companies comply with the law but may do so reluctantly, without genuinely enabling equitable career growth for women,” said Pitchai.

These biases are often ingrained in hiring and promotion processes. Madhuka Das pointed out that three key factors—marriage, maternity, and mobility—significantly impact women’s career progress. “Hiring managers unconsciously evaluate women based on these aspects. If someone is married, they assume a career break is imminent. If they have children, they assume flexibility will be a challenge. And when it comes to mobility, many leaders believe women with family responsibilities will be less open to relocation or travel,” Das explained.

From bias to inclusion: Building equitable workplaces

Rethinking hiring and performance evaluations

One of the most significant barriers to gender equity is the way hiring and performance evaluations are conducted. Bias creeps in when managers assume career breaks make women less competent or less deserving of leadership roles.

Das emphasised the importance of framing career gaps differently: “Why don’t we normalise putting parental leave on a CV? A maternity break isn’t a gap—it’s a period of learning, resilience, and adaptation. First-time mothers undergo massive mental, physical, and emotional changes. If anything, this period enhances their problem-solving skills, patience, and multitasking abilities.”

Companies need to rethink their performance review criteria. One solution is to ensure that parental leave doesn’t disadvantage employees in promotion cycles. “We need structured performance evaluation systems that account for those who have taken maternity leave, ensuring they’re not overlooked in talent reviews,” said Pitchai.

Creating a culture of equal responsibility

A crucial shift in workplace culture is redefining caregiving as a shared responsibility. While women are often expected to take primary responsibility for child-rearing, men rarely face the same expectation. This discrepancy is reflected in the common usage of “working moms,” while the term “working dads” is rarely used.

Pitchai underscored this cultural gap: “Why can’t we normalise house dads and house husbands? In some regions, particularly in parts of Eastern India, it’s accepted that women go to work while men take care of the home. But globally, this isn’t the norm. Until we dismantle this societal bias, workplace equity will remain elusive.”

This change isn’t just about policy—it requires a cultural shift. Encouraging men to take paternity leave and normalising flexible work arrangements for both parents can drive meaningful change.

Practical steps for organisations

1. Enabling smooth transitions post-leave

Returning to work after maternity leave can be daunting. Organisations must provide structured reintegration programs, offering mentorship, upskilling opportunities, and phased re-entry options to ensure a smooth transition.

Das highlighted the importance of holistic support: “It’s not just about offering a role when a woman returns from maternity leave; it’s about fostering an ecosystem that includes managers, peers, and teams. Conversations about career aspirations, flexibility needs, and long-term growth must be ongoing.”

2. Eliminating biased interview questions

Bias often begins at the hiring stage, with women frequently being asked about their marital or parental status—questions that are rarely posed to men.

“Interviewers need to be sensitised to avoid gender-biased questions. Instead of questioning a woman’s ability to balance work and home, the focus should be on skills, experience, and potential,” said Das.

3. Recognising and rewarding inclusive leadership

Leaders play a pivotal role in shaping inclusive workplaces. Companies should track gender equity metrics, reward managers who foster inclusive environments, and hold leaders accountable for promoting diversity.

Pitchai shared an example of how data-driven insights can drive change: “Tracking attrition data through a gender lens can reveal critical patterns. Often, women leave jobs due to systemic biases rather than personal choice. Identifying these trends enables organisations to implement targeted interventions.”

4. Redefining parental leave policies

Offering equal parental leave for both men and women helps dismantle gender-based caregiving expectations. When men are encouraged to take extended paternity leave, it normalises shared responsibility and reduces the stigma around women taking maternity leave.

“Companies should actively promote paternity leave, ensuring that men don’t feel penalised for taking time off to care for their children,” said Das.

A call for collective change

While organisations have made strides in addressing gender biases, the workplace remains an uneven playing field for parents. The conversation around parenthood must evolve beyond maternity benefits—it must focus on structural and cultural changes that make career growth equitable for all.

By challenging stereotypes, redesigning workplace policies, and fostering a culture of shared responsibility, companies can ensure that parenthood is not a hurdle but a phase of life that enriches careers. As Das put it, “The goal isn’t just to support mothers; it’s to create a world where parenthood is seen as an asset, not a limitation.”

The road to equity is long, but change begins with continuous dialogue and conscious action. The question remains: How far are we willing to go to make parenthood a shared, not solitary, experience in the workplace?

To learn more from leaders about some of the burning questions in today’s world of work, stay tuned to People Matters' Big Question series on LinkedIn.