Returnship Programs: The Next Frontier of Gender Equity in Indian Mid-Careers | Ruchika Bachchani | Diversity, Equity and Inclusion Leader | Forvis Mazars-India

What if the most qualified, experienced professionals previously employed at your company aren’t even applying—because they think they’re no longer welcome?

That’s the quiet crisis playing out across Indian offices today. Thousands of women and comparatively fewer men, often with a decade or more of professional experience, step away from their careers to care for children, support aging parents, or manage personal health. What’s supposed to be a pause becomes a full stop—not because they want it to, but because re-entry feels nearly impossible.

Their skills haven’t vanished. Their potential hasn’t dimmed. But when they try to return, they’re met with outdated hiring norms, scepticism about the ‘gap’, and a lack of structured pathways back into meaningful work.

According to the All-India Women’s Workforce Survey (2025), nearly 42% of educated urban women take a career break between the ages of 30 and 45. Shockingly, only 27% manage to return to full-time roles within a year 1 . That’s not just a personal setback—it’s a systemic failure, one that deprives the economy of mature, skilled talent and pushes gender equity further out of reach.

The problem

The problem isn’t that women leave. It’s that systems aren’t built for them to return. While women form the larger share of those who take mid-career breaks, many men also step away for caregiving, reskilling, or mental health reasons—yet face similar stigma upon re-entry.

This is where return-ship programs come in—not as favours, but as future-proof strategies. These are structured, time-bound work opportunities designed specifically for professionals re-entering after a break. Typically lasting 12 to 16 weeks, they include paid assignments, targeted skill refreshers, mentorship, and real project involvement—without the pressure to instantly prove oneself at full speed.

But more than the format, it’s the philosophy behind return-ships that matters. They signal a shift: from judging gaps to valuing journeys. From questioning loyalty to recognising lived experience. They open doors not just to employment, but to dignity.

Recent data from the Periodic Labour Force Survey (April 2025) highlights that female labour force participation in urban India remains at just 23.5%, while women’s unemployment stands at 8.7%, far above men’s (5.8%) 2 . These aren’t numbers we can afford to ignore—not if we’re serious about inclusive growth.

Workforce dropout is a broader trend. Estimates suggest that millions of working-age Indians, both men and women, have exited the labour force due to lack of flexible opportunities, caregiving responsibilities, or discouragement after prolonged job search. Return-ship programs can play a crucial role in re-engaging this untapped talent pool.And yet, the needle moves slowly. Key reason being, mid-career women are still invisible in most Diversity, Equity & Inclusion (DEI) playbooks. Entry-level hiring initiatives exist. Leadership targets are set. But in the crucial mid-career phase—where many women leave—there’s often silence.

Return-ships challenge that silence. They say: you still belong! You still matter!

The advantage

Companies that invest in such programs don’t just do the right thing—they gain a competitive edge. Return-ships offer far more than just a temporary fix. They are long-term investments in human capital—investments that help organizations reduce attrition, build diverse leadership, and harness underutilised experience.

They give returning professionals the tools to step back into their careers with confidence. And they give companies access to professionals who are not only capable but deeply committed.

Men and women returning to work often bring sharper focus, real-world resilience, and a deeper sense of purpose. They know what’s at stake. They show up ready to contribute. Internal feedback from organizations running return-ships frequently points to increased team cohesion, reduced attrition, and a culture that values people, not just profiles.

What lies ahead?

Across India, companies are beginning to take meaningful steps to address the re-entry challenge. Several forward-looking organisations have built structured return-ship programs that support talent reintegration with seriousness and sensitivity.

These models provide a clear message: career breaks are not indicative of career end. By offering real assignments, training modules, mentoring relationships, and flexibility, they help workforce rebuild not just skills, but their sense of professional identity. The success of these programs is not just in the number of hires, but in how they change the internal dialogue around what makes a “worthy” candidate.

More importantly, they demonstrate what’s possible when re-entry is treated not as a compromise, but as a competitive advantage. The momentum can grow faster if the right levers are pulled from the top. Policymakers have a catalytic role to play in ensuring that return-ships move from scattered initiatives to standard practices.

Government support—whether through tax incentives, funding for upskilling programs, or frameworks that guide enterprises—can create an enabling environment for return-ships to flourish. A national portal, in partnership with industry bodies like NASSCOM or CII, could connect returners to verified opportunities and training programs.

It’s not just about compliance—it’s about cooperation. When the public and private sectors work together, return-ships can become a cornerstone of workforce planning.

As India aspires to become a US$5 trillion economy, we must view return-ships as a national imperative—not just for women, but for every capable hand waiting on the sidelines. Because when we make space for professionals to return, we don’t just restore careers—we restore possibilities.