The female employment-population ratio grew from 38% in 2005 to 44% in 2025, but care interruptions hinder their access to leadership positions.
The lack of access for women to leadership positions has multiple causes, and one of the most persistent is the interruption in their professional careers, often linked to motherhood or the care of vulnerable individuals. According to the Women's Research Centre in Senior Management (CIMAD) at IPADE Business School, the female employment-population ratio has increased from 38% in 2005 to 44% in 2025. However, this progress could accelerate if companies facilitate labour reintegration after prolonged care breaks.
The Complex Return to Work After a Care Break
When a woman decides to resume her career after a break dedicated to care, she faces a complex process that involves personal and family decisions. Concerns arise about time distribution, the emotional and economic cost of delegating care, the perception of the partner or extended family, and technical updates. Integration with the team and relative lack of experience are perceived as potential threats.
The motivations to return to work are diverse: some seek to improve family income, others wish to participate in the work environment according to their interests, and many want to reactivate the intellectual challenge of their profession. Research by Gupta and colleagues (2025), based on interviews with 38 professional women who took a break of two to twelve years to raise their children, reveals specific difficulties.
“They didn’t know whether to apply for administrative positions as they started their careers or to seek roles at the level where they paused their professional careers,” the study notes.
The Loss of Connection with the Labour Market and the Age Paradox
Most interviewees acknowledged having lost touch with the labour market. The industries they worked in evolved, and they sensed that their knowledge had become outdated, even though their professional capacity remained intact. Their job confidence suffered: some doubted whether they should include certain functions or skills in their CV.
Another significant obstacle is the demand for continuous employment. Recruitment processes often favour uninterrupted career paths and dismiss transferable skills acquired outside formal employment, such as volunteering or independent projects. Many women encounter closed doors in high-level positions when they request flexible hours to balance work and family. As a result, they accept low salaries or responsibilities below their potential, negatively impacting their careers.
There is also the so-called age paradox: women with more years of experience and a break are rejected for both entry-level and high-level positions. They are perceived as overqualified for low positions but insufficiently updated for high ones. This mix creates a professional limbo that complicates reintegration. In this context, professional contacts—colleagues, mentors, even family members—become a way out.
Keys for Companies and Women: How to Facilitate the Return to Work
The reintegration process is complex, but the benefit for women, companies, and society is significant. To achieve this, the participation and commitment of companies are needed, along with institutions that offer training at various levels and modalities. Women, for their part, must invest in self-development of skills and competencies during periods without employment contracts.
Companies can implement return programmes, mentoring, and flexible hours. It is also crucial to value the skills acquired in caregiving, such as time management, problem-solving, or empathy. For women, maintaining contact networks and continuous training during the break can make a difference.
Ultimately, female labour reintegration is not just a matter of justice but of economic efficiency. Harnessing the talent of those who have taken a care break is an opportunity that many companies are still missing out on.
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