There is a wealth of untapped talent out there, and it is time to stop letting skilled people slip through the cracks. Once we address this, we can unlock incredible potential and drive real change in our workplaces and the economy.
Career returners are individuals who step away from the workforce for personal reasons, such as raising a family or pursuing further education, and then return with the intention of re-entering their professional field or exploring new career paths.
There is no such thing as ‘taking a risk’ with returners – what we are talking about is tapping into a pool of talent rich in experience.
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We are asking recruiters to shift beyond any caution or confusion about career returners and move into a place where they are actively championing them.
But our members tell us that they have faced resistance from their client employers to taking on career returners, despite their best efforts, sometimes due to myths and misunderstandings about returners.
We want employers to meet recruiters halfway on this, because employers can significantly boost or enhance the work recruiters plan to do for career returners.
Employers need to recognise that hiring talented returners is not just the right thing to do, it is smart business. In a time when labour and skills shortages are a real challenge across so many industries, broadening the talent pool is not just an opportunity, it is essential.
In fact, it is smart for the economy: our own research suggests that labour shortages risk costing the economy anywhere between £30bn and £39bn every year in the near future. This figure is just short of the cost of building two whole Elizabeth Lines.
We are urging recruiters to take set actions this year, to become more inclusive of returners, to be better recruiters, and to be even bigger assets to businesses and the economy.
But they will need employers’ help to make this a step change.
We are asking recruiters to reduce interview bias. For example, when shortlisting, use competency-based approaches, adapt questions to not ask for ‘recent work examples’ and focus technical interviews on skills rather than knowledge. Crucially, hiring managers should be trained to be returner-inclusive.
And we are encouraging recruiters to urge clients to include the message: “We welcome applications from candidates who have taken a career break” in job ads, so that they can tap into a wealth of untapped potential and drive even greater inclusivity in their hiring process.
Recruiters should push clients to offer powerful resources such as training, mentoring, and tailored career returners coaching. These initiatives help returners rebuild confidence, fast-track re-integration, and unleash their full potential, setting them and their organisation up for success.
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For larger clients, we are asking recruiters to recommend that they launch a returnship or supported hiring returner programme, to supercharge returner hiring. These initiatives not only fast-track the hiring process but also create a strong network of peer support, helping returners thrive together and drive innovation across the organisation.
Employers should view career breaks not as gaps, but as opportunities to unlock untapped potential and build stronger, more dynamic teams for the future. It is time to bring returners into the conversation. Our workplaces, and our businesses, will only be better for it.
Kate Shoesmith is deputy chief executive of the Recruitment and Employment Confederation (REC)
