Four women sat around a table and shared stories. There were three things they had in common. One, they were all young mothers once. Two, they were and still are employed women holding leadership and change-making positions. Three, when they rejoined work post-maternity break, they debated if their colleagues showed a caring or condescending attitude toward them. Why? – Because they had experiences to share:

“They did not inform me about the 7 p.m. meeting because I had a young child at home.”

“It felt like my project completely disappeared. I had worked on it for months and now I was asked to ‘rest’ because I had just had a baby.”

“It is great to have you back, but don’t push yourself too hard. We know a baby is a priority.”

“We understand your body is going through changes. Shouldn’t you consider a role with a lighter load?”

How many of these statements have you heard as a young mother? Moreover, if you have, did you think your colleagues were empathetic? None of these statements are empathetic or reflect caring. If they were to be caring, you would instead here, “The meeting is scheduled at 7 p.m. Does this time slot work for you?” – as they would ask any other employee on a normal day. Or, “It’s great to have you back. Let’s sit and plan together, how we can best balance your personal and professional journey.”

Bias and inequity are evident in these cases, and such instances are known as the Motherhood Penalty. It demonstrates the discrimination employed mothers face in the workplace as compared to their non-mother peers. The discrimination is also evident in the pre-employment phase. In a study conducted across six American cities, researchers noticed that the call-back rate after submitting a resume was higher for childless women, at 22.6%, in comparison to that of mothers, which was 18.4%, regardless of their similar skill set.

An article by Forbes shared, “Sociological literature has long observed a “motherhood penalty”, with mothers typically subject to a 5-7% penalty in terms of wages per child as they are perceived as being less committed to their work after having children. This results in them being placed on a less advantageous career path, which harms advancement and financial security.” Last year, the penalty percentage reflected a climb of 5-20%. Moreover, a Harvard study demonstrated that a mother’s competency was rated 10% lower than non-mothers, and their commitment – 12% lower – even if they stood as equal candidates.

Focusing on the Indian statistics, the World Bank analyzed six rounds of National Sample Surveys in India and reported, “Despite robust economic growth women’s employment in India remained below 25% (in the last decade). Having a young child at home negatively affected the women’s employment.” How can we safeguard women’s rights to equal workplace opportunities today? 

It is crucial to identify these behaviors, which lead to systemic biases against working mothers. Address assumptions about commitment, competence, or availability based on parental status. As an employee and leader, reorient the organizational culture to foster a supportive environment where all employees feel valued. Leadership plays a pivotal role in driving this change, with executives and managers trained to recognize and combat biases. Advocate for inclusivity, and promote empathetic, authentic, and diverse workplace structures.