When 98 per Cent of Mothers Return to Work

Why It Matters

The high‑touch model proves that structured maternity support can dramatically curb talent loss, setting a scalable benchmark for the Indian IT sector’s diversity agenda.

Key Takeaways

• 98% maternity return rate via continuous engagement
• Women hold 67% of key managerial positions
• DEI council supported by 25 cross‑function ambassadors
• Targets: one‑third women in leadership, 50% campus hires
• Inclusion expands to disabilities, veterans, neurodiversity

Pulse Analysis

Indian IT services have long grappled with a steep drop‑off in female talent after maternity leave, with industry averages of 30‑40% non‑return rates. Birlasoft’s 98% return figure demonstrates that moving beyond statutory policies to a high‑touch, personalized approach—regular check‑ins during leave, dedicated buddies, and manager training—can transform a critical career juncture into a retention advantage. This strategy not only preserves costly up‑skilling investments but also stabilises project pipelines that often suffer when experienced engineers depart.

Beyond maternity, Birlasoft’s DEI architecture illustrates how governance can be woven into everyday operations. A senior‑leader council, reinforced by 25 cross‑functional ambassadors, monitors a suite of indicators from gender ratios to inclusion training completion. While such structures are now commonplace, their true value emerges when they influence hiring decisions, promotion pathways, and resource allocation rather than serving merely as advisory bodies. The company’s notable 67% female representation in key managerial roles suggests that mentorship, sponsorship and the BEmpowered Women’s Leadership Programme can accelerate women’s ascent, though external benchmarks are needed to validate long‑term impact.

The broader implication for the sector is twofold. First, high‑touch maternity programmes, though resource‑intensive, can be adapted through technology‑enabled check‑ins and scalable buddy networks, making them viable for larger enterprises. Second, coupling quantitative targets—such as one‑third women in leadership and 50% female campus hires—with qualitative measures like psychological‑safety surveys creates a balanced scorecard that drives accountability. As more firms adopt these integrated models, the industry may see a shift from tokenistic hiring to genuine talent retention and advancement, reshaping the gender landscape of India’s tech workforce.