The concept of gig-based returnship programs is often seen as a promising solution for the 7 million women in India who have taken career breaks and are seeking to re-enter the workforce.
In theory, returnship programs are a commendable effort to reintegrate women into the workforce after career breaks. The idea is to offer avenues for reskilling and upskilling. However, beneath their surface is a troubling reality, one where gig-based returnship programs often resemble modern-day ‘Agniparikshas’ – a trial by fire. Instead of facilitating a smooth return to professional life, they create an environment rife with exhaustion, frustration, and, ultimately, failure. This situation is both unfair and counterproductive.
The increasing trend of offering short-term gigs disguised as returnship opportunities is alarming. While framed as initiatives designed to empower women, these programs often provide little more than temporary relief. After completing these programs, participants are frequently thrust back into the job market without sustainable career paths. Furthermore, they are expected to fend for themselves. By doing so, organisations inadvertently signal that women should feel “lucky” for their positions, undermining the substantial skills these individuals bring while simultaneously reinforcing biases that these programs claim to dismantle.
A message of conditional acceptance
The ramifications of temporary employment extend beyond the individual; they craft a damaging narrative about women’s place in the workforce, that it is conditional, temporary, and expendable. Such perceptions hinder our collective strides toward genuine equity and inclusion. Further complicating this issue, line managers who are critical to the success of these returnship programs often lack the necessary resources and training. Burdened and overwhelmed, they struggle to provide the guidance these returning professionals require. The result is that women are left to navigate a demanding work environment that expects immediate productivity without foundational support.
Arguments around gig-based returnship
Some program managers may argue that balancing business needs with the implementation of returnship programs is essential. They contend that organisations cannot jeopardise business operations or impose additional burdens on line managers by mandating the hiring of women who have taken career breaks as full-time employees without thoroughly assessing their capabilities. While this perspective reflects a legitimate concern about managing risk, it also illustrates a deeper issue: an ongoing struggle to genuinely support women in their transition back to work.
If organisations cannot adequately support their returnship participants, they should reconsider the value and implementation of such programs. Poorly designed initiatives exacerbate the challenges women face, increasing the likelihood of failure rather than facilitating success.
Challenging the “hit the ground running” myth
One of the most pervasive misconceptions in hiring is the expectation for candidates to “hit the ground running.” For women re-entering the workforce after a hiatus, this standard is unrealistic and harmful. They often require more time to regain their footing, a reality that should not be seen as a flaw. If immediate performance is the primary measure of success, the implementation of returnship programs only perpetuates a cycle of setting women up for disappointment.
A call for rethinking gig-based returnship programs
1. Long-term sustainability
To transform returnship programs into genuinely impactful initiatives, organisations need to reconceptualise returnship programs, moving beyond viewing them as employer branding tactics or benevolent acts. They must prioritise long-term sustainability over short-term solutions. Reskilling and upskilling should lead to meaningful career prospects, as anything less risks devolving into tokenism. Instead, they should be recognised as essential components of a strategic people strategy, challenging outdated hiring norms.
Organisations can transform perceived liabilities into assets by embracing and valuing the diversity of experiences held by those who have taken career breaks.
2. Design-thinking
Organisations must be willing to embrace bold, innovative thinking. HR professionals and business leaders must adopt a genuine design-thinking approach to create these opportunities. Too often, these programs are crafted by those who lack first-hand experience with career breaks.
Having a friend or spouse who has faced these obstacles doesn’t equate to true understanding. Representation is vital, and organisations need to listen earnestly to the voices of returning professionals.
3. Building for non-linear career journeys
For a returnship program to succeed necessitates a fundamental change in mindset from hiring managers and recruiters alike. Evaluating candidates based on non-linear career paths demands education and awareness; it’s a cognitive load that challenges the traditional ways of assessing talent.
Organisations must invest in educating their hiring teams to embrace this new perspective. It will equip them to see beyond gaps in resumes and recognise the unique strengths and fresh insights that returnees bring to the table. By building this understanding, returnship programs can evolve into powerful vehicles for personal and organisational advancement.
4. Start small, but right
Organisations don’t need to swing in large numbers to celebrate scale. They could start small but do it right. A few well-designed returnship opportunities that truly integrate and support returning professionals can create a far more significant impact than a large-scale program that lacks depth. True success is not measured by the number of participants but by the quality of outcomes. Organisations should focus on building a strong foundation, learning from early successes, and then scaling thoughtfully and sustainably.
Beyond the ‘Agnipariksha’ of gig-based returnship
Women re-entering the workforce do not require another trial by fire. They do not seek temporary gigs leading to nowhere. They deserve a seat at the table, one that is not grudgingly offered or clouded by conditions but rather one that is rightfully earned and lasting. We must cease the design of programs that perpetuate biases, instead forging pathways that honour and recognise the inherent value and potential of women. It is time organisations look at building bridges, not revolving doors. It is time to move beyond words and bring the DEI vision for 2025 into action.
The final word from Changeincontent
At Changeincontent, we believe that the conversation around gig-based returnship programs needs to evolve beyond token gestures. It is about creating systemic changes that support long-term success for women and build inclusive workplaces. Organisations must rise to the occasion by designing programs that challenge biases and promote equity. By recognising the unique value of non-linear career journeys, we can collectively move towards a future where inclusion is not an afterthought but a fundamental practice.
Disclaimer: The views expressed in this article are based on the writer’s insights, supported by data and resources available both online and offline, as applicable. Changeincontent.com is committed to promoting inclusivity across all forms of content. We broadly define inclusivity as media, policies, law, and history—encompassing all elements that influence the lives of women and gender-queer individuals. Our goal is to promote understanding and advocate for comprehensive inclusivity.
