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The struggle to get back into work after a career break

Headlines laying bare the UK’s record economic inactivity rate have caused widespread consternation, with more than a fifth of adults not looking for work.
But for those attempting to return to work after a career break the situation is tough too. A lack of opportunities, working below their qualification levels and prejudice from hiring managers mean three quarters of those wanting to make the move struggle to get their career back on track.
Current figures from the Office for National Statistics indicate that 1.5 million women and 200,000 men are currently on a career break. While the majority are looking after children, an estimated 10 per cent of women quit their jobs due to the impact of menopause symptoms while Carers UK claims that 600 people leave their jobs each day to care for older or disabled relatives.
• Why Britain’s absent army are returning to work
According to PwC, a consultancy, addressing the “career break penalty” and supporting returners could increase annual earnings by £1.1 billion with an overall impact on the UK economy of £1.7 billion.
So why is more not being done to tap into this ready-made talent pool? Julianne Miles, co-founder of Career Returners, explains: “Targeting career returners is good business sense. Returning professionals are a largely hidden, highly skilled and experienced talent pool but they bring maturity, commitment and powerful diversity of thought, experience and age.
“It’s also the right thing for responsible employers to do, harnessing the skills of all the population and recognising that careers often don’t move in straight lines. With working lives extending towards 50 years and beyond, most of us are going to want or need to take career breaks at some point.”
Career Returners’ own figures show that 80 per cent of those seeking to get back into work have five or more years of professional experience, and over half more than ten. Ninety per cent are graduates and 60 per cent have professional or postgraduate qualifications, while 50 per cent are from minority ethnic backgrounds.
• UK economy losing £25bn a year on shrinking workforce
However, returners face significant barriers including what Miles described as a “pervasive recruitment bias against candidates without recent experience”, combined with a loss of professional confidence from years out of the workforce.
To combat this, a new raft of career platforms targeted at returners is emerging, alongside companies setting up their own “returnership” schemes.
Convex, the international insurer and reinsurer, launched its returnership programme four years ago offering a six-month tailored work programme with the intention of a permanent role at the end. Returners have been successfully placed into key roles in the business, with the firm now campaigning for others in the financial service sectors to follow suit.
Ivee.jobs, a new platform, was set up by sisters Amelia and Lydia Miller after watching the problems their own mother faced getting back into the workforce.
While two in five women on career breaks previously held managerial or professional roles, after two years out of the workforce, the average female returner woman in the UK will take a 32 per cent pay cut. As a result, the site is focused on providing high-quality professional roles for women returners.
Amelia said: “Employers are desperate for access to qualified female candidates to build diverse teams, and returners bring a wealth of experience, resilience and soft skills that boost the economic performance of companies.
“For many returners, rediscovering their corporate selves is incredibly empowering and allows them to feel like more than just caregivers.”
Taking a career break doesn’t have to mean stepping off the career ladder. Here is advice from Career Returners and Ivee.jobs to help you work your way back into the workforce.
Don’t leave your career break blank. You have valid experiences and skills outside of the traditional workplace from your career break. You should address these in your CV and in an interview. Be honest about what you’ve learnt and experienced in this period, and how it makes you a better employee.
Take the opportunity to assess your career. This is a rare moment to consider what you want to do with the rest of your working life and upskill accordingly.
Job search creatively. Don’t just apply for jobs online as your chances are low. Seek out firms offering returnerships, join support groups. Get back in touch with former colleagues on LinkedIn and grow your network.
Soft skills are more important than ever. Emphasise these in interviews and on your CV as they’re just as important as technical expertise. Have you resolved family conflicts or managed household budgets?Don’t aim for perfection. The first role back may not be your dream job — it’s good enough if it’s a stepping stone taking you in the right direction.
Sharada Vijay left her role as an insurance actuarial analyst after a long commute and soaring childcare expenses made the job unworkable. After her second daughter started school, Vijay took part in the Convex returnership scheme. Now aged 41, she is the firm’s head of data engagement.
Vijay, from Twickenham, southwest London, said: “It’s important to remember that taking a break is a valid decision. Focus on getting yourself as market-ready as possible and don’t hesitate to re-enter the job market with confidence.
“Currently there are not enough opportunities for people who have taken a career break to return, especially in roles that give them a real chance to reintegrate. Returners often have prior experience which is advantageous as it helps them quickly progress in their new roles by leveraging the knowledge they’ve gained in the past. Organisations should view returners as experienced graduates, worthy of the same investment and opportunities.”
The Ministry of Justice has launched a campaign to encourage more people to volunteer for the magistracy across England and Wales. Being a magistrate is a part-time voluntary role that does not require any qualifications, legal knowledge or experience. Applicants should be aged between 18 and 74 and commit to a minimum of 13 days a year for at least five years. A spokesman said: “Qualities valued in a magistrate are an open mind, rational thinking and a willingness to work in a team.”
This week is National Work Life Week and research shows that a work-life balance is becoming increasingly important to staff. Six in ten now rank it as a top priority for their job, only beaten by a good salary and ahead of career development factors such as opportunities to progress and making an impact. Max Specht, workplace trends expert at the human resources software firm Personio, said: “It’s clear that work-life balance has a significant impact on people’s experience and engagement in their jobs.”
One in three employees have made a business-related purchase and put the cost on expenses without prior approval, a new survey shows. Alongside this, 13 per cent of staff admit to claiming business expenses for purchases that were not work-related. Fewer than a third of managers feel in complete control of employee spending and two thirds have encountered misuse of company expenses by employees, according to the poll from Caxton, the fintech firm.
UK professionals are facing a “confidence crisis” with 75 per cent fearing they are falling behind their colleagues, a study from LinkedIn has found. A significant 56 per cent are overwhelmed by how quickly their jobs are changing, with younger workers aged 25 to 34 the most concerned. However, professionals are now spending an average of four hours a week updating their skills to stay relevant in the current jobs market. Charlotte Davies, a career expert at LinkedIn, said: “More workers than ever are seeking support to address these challenges.”
Midland Heart, the housing association, is looking to appoint a head of customer services to lead the organisation’s customer experience team and ensure the timely, robust investigation and resolution of housing-related complaints.
As the key figure driving the association’s complaints process, the selected candidate will help reduce service failures and avoidable contacts while embedding lessons learned to improve outcomes for tenants.
Key responsibilities include leading and developing a team of complaints handlers, collaborating with internal and external stakeholders, ensuring accurate, reliable and timely reporting of business performance data and working closely with customers and colleagues to provide internal advocacy and achieve timely resolutions.
The ideal candidate will be a senior manager experienced at working with regulatory bodies or an ombudsman in complaints management and will demonstrate resilience and focus when handling high-pressure situations. They will also bring a strong approach to compliance and performance management.
With excellent communication skills, they will articulate concepts clearly, earning buy-in from direct reports and influencing senior leaders across the organisation to support key initiatives.
Apply by October 20 at appointment.thetimes.com

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