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There’s a huge, underutilised resource sitting just beyond the edge of the UK workforce – and it’s not a matter of skills, but circumstance.
According to data from the Trades Union Congress, 1.46 million women in the UK are out of paid employment due to caregiving responsibilities, compared with 230,000 men. That’s an army of talent – highly capable, qualified, and willing to contribute. If the total number of women in employment increased by just 5%, it could boost UK GBP by an estimated £125 billion annually.
As a profession still burdened by outdated perceptions of being male-dominated, accountancy must take a leading role in addressing this issue. Because this isn’t just about diversity – it’s an economic imperative.
Beyond attraction: the retention gap
The accounting profession has made real strides when it comes to attracting women at the start of their careers. For example, women make up over half of our student base at AAT. When you look at senior leadership roles though, only 34% of the 50 largest private companies meet the Women on Boards Recommendation of 40%. Long has been the challenge of keeping women in roles as those roles become more senior – that trend is not changing.
The reason isn’t a mystery. Women are still far more likely than men to take time out of the workforce to care for children or family members. That career break, whether it’s six months or six years, creates a professional gap that is often misread as a skills gap. The result? Too many women are left behind, when they could be leading the way.
Why the accounting sector must lead
Our sector, more than many others, is ideally placed to act. Accountancy is skills-based, qualifications-led, and increasingly flexible in how and where work is delivered. It’s a profession that prizes precision, problem-solving, communication and integrity – qualities that don’t vanish during a career break. In fact, life experience often sharpens them.
So why aren’t we doing more?
AAT’s experience with learners and members shows that returning professionals often face a confidence gap rather than a capability gap. That can be tackled with tailored training, updated CPD, and accessible, structured re-entry programmes.
This has been talked about for some time. In 2017, the All-Party Parliamentary Group on Women and Work (APPG) released their ‘Women Returners’ report with a series of recommendations. One of these was to consider ‘returnship’ models – paid, structured placements that help people transition back into work. This concept has been embraced by the likes of Goldman Sachs, Morgan Stanley, and Deloitte. Mentoring schemes that pair returners with senior leaders who understand their journey also offer vital support. But these examples remain the exception, not the rule.
What needs to change
We need to see practical action across the sector, that makes a tangible difference to returners. For example, peer mentoring, coaching, and inclusive workplace cultures that don’t penalise non-linear career paths. Or employers creating re-entry programmes that mirror onboarding programmes which allow returners to update their technical knowledge, rebuild their confidence, and navigate new tech or regulatory changes.
It goes without saying that flexibility such as hybrid and part-time roles, job shares, and phased returns all need to be part of the standard toolkit.
And we shouldn’t stop at employers. It’s up to all of us in the industry – professional bodies, training providers and regulators – to play a part in ensuring that accountancy is a career that supports people through all life stages; not just the early years.
A career break isn’t the end of the road
For businesses, the benefits are clear. Returners bring resilience, perspective, and often a renewed drive to succeed. They are role models for younger professionals and anchors for more inclusive, representative teams. The real question isn’t why we should support returners. It’s why wouldn’t we?
The accountancy profession has a responsibility to lead by example. With real commitment to flexibility, structured support, and inclusive culture, we can make career breaks a chapter, not a full stop.
For further information please visit https://www.aat.org.uk/
