Historically it has proven to be challenging for those who have taken a step away from their careers to re-enter the workplace at the same level they left. Skills gained through increased responsibilities in other areas of their lives, such as managing a household, taking care of children and for some, supporting matters of their aging parents, is not considered at all. So, how can we improve our workforce standards to ensure that candidates are not discounted for taking time to address other life priorities?

For working parents to successfully acclimate back into the working world, companies must take a proactive step to not only ignore the gap on their resumes – but to even appreciate and ask questions about it, just as you would a professional position. At a time when the worker shortage is at an all-time high, companies can't afford to take a one-sided view of employees' skills and experiences based on a "blank" spot on their résumé. Companies need to consider the "why's" around the corporate departure and appreciate the reality we are all living in.

For companies looking to attract and win over a population that is unsure of whether they want to return to the working world in the first place, it will require a shift in both perception, policies and programs, including:

• Building a "Return to Work" program for parents and caregivers who have longer gaps in their work history, to ensure a successful transition back to the professional environment.
• Altering the perception of extended time-off as atypical and a "gap in someone's career", but rather seeing it as role in itself that contributes to growth as a professional and whole person.
• Creating space for flexibility and variety in schedules, whether that is adjusting to a 4-day work week or working varying hours to accommodate their children's schedules.

The path to "returnship"

No matter the reason a professional left the workforce, whether it be parenting, providing care for others, following a spouse, or otherwise, returning to work after extended time away can be a daunting experience. This population is fraught with anxieties over putting themselves back into the job market. Companies that have re-entry programs in place will be differentiated and have an advantage at attracting this candidate pool.

Structured return-to-work programs can help alleviate concerns of candidates by providing them with a supportive infrastructure as they reintegrate back into the workforce. A concrete, professional, paid program that offers people the chance to polish their skills, or acquire new ones, can help restore their confidence to launch back into the workforce.

Schneider Electric recently launched such a program and sought out experienced professionals who took an employment break of three or more years in their field and are looking to re-launch their careers. Focus was put on technical profiles, but equally important was a candidates' ambition and agility. Strong candidates aligned with our company values and leadership expectations with a willingness to learn and grow. These types of programs can offer direct launching points into full-time employment opportunities. Return-to-work programs offer several benefits to both employers and employees and can help foster a more positive work environment for everyone involved.

Flexibility at the forefront

Offering a program that gives professionals the ability to return to the job market isn't always enough. Many professionals need a reason to return. Offering flexible work environments is imperative for companies looking to compete for talent.

What does "flexible" mean? It can mean different things for various companies and various employees – today some professionals require the ability to work in a hybrid, or even completely remote, environment. Some seek flexible work arrangements, such as an option for a part-time work schedule. After the pandemic, showing up to a physical office to work 9-to-5 is no longer the norm, or what employees want. Therefore, companies can't expect to win back women or parents who have grown accustomed to flexibility in their parenting schedule, or who can't afford not to have it without a more flexible approach.

For a parent or caregiver looking to return to the workforce, companies that boast part-time programs are an attractive offer. For many, the part-time option offers flexibility for them to work around their child's school schedule or tag team taking care of their loved ones by alternating work schedules. There are many reasons to implement a voluntary part-time program, and those reasons can be mutually beneficial for employees and the company.

At Schneider, we recognized this reciprocal need and matched employee desire, while preserving the financial health of the organization. We found employees enjoyed the shorter work weeks, especially during the summer months. After the stressors created by the pandemic, some employees simply took advantage of the shorter week to focus on their personal well-being. Offering part-time program options can contribute to attraction and retention of employees as well as support the transformation of the workforce of the future.

Changing perception

Creating a robust return-to-work program is the simple step. Changing our cultural perception of what it means or says about a professional when they take extended time-off is the bigger shift. Companies need to reframe the mindset that 3+ years not working is a "gap in someone's career." Spending time to focus on raising children, or even exploring personal aspirations, doesn't erase the 20 years of their career prior. Just the opposite, for many professionals, the "time-off" period can be an asset to their growth as a person and a professional, allowing them to learn new skills, identify what truly interests them, and establish a clearer sense of what they want out of their professional career.

When HR professionals and hiring managers become more accepting of non-traditional career paths, a glass ceiling can be broken. Someone's career break can have immense value – the time away from traditional "work" could have enhanced their skill set in ways that years of corporate work may not have. Understanding and appreciating this fact can open an untapped candidate pool.

In our current business world, soft skills are increasingly vital for company culture and how employees interact with customers. Companies that understand that such skills remain and even continue to advance when not in a traditional workforce, are at an advantage. At Schneider, we've worked to frame the hiring experience around the person and potential, not simply the résumé. More than just experience, it's important to hire for ambition and the opportunity to support the growth of the employee, especially in alignment with the company's own evolution and marketplace ambitions.

Furthermore, those candidates that do decide to return to the workforce will first look to choose industries that they're passionate about and companies whose values align with their own. If they find a career or company that attract them enough to re-enter the professional world, they will be more committed to their employers, and respond better to the diverse challenges of a globalized marketplace.

Targeting tech industry

While important for all industries, return-to-work programs are especially paramount for the tech industry, which is experiencing a skills gap far worse than most other sectors. In addition, identifying diverse talent profiles is also proving to be a challenge in tech. As we strive for innovation, studies show that the most innovative teams are at least 30% diverse. Robust return-to-work or returnship programs can help diversify the stereotypically exclusive tech industry, providing a sustainable supply of workers. Organizations that are building on-ramps for returnees today will be best poised to take advantage of those yet to come.

Amy deCastro is vice president of HR, Global Business at Schneider Electric.

Read more:

• Caregiving a growing priority for more employers
• How to prepare for the new era of caregiving
• Addressing the caregiver crisis in the workforce