Written by Mo Tagari, Chief Technology Officer of AJ Bell
In today’s fast-paced and ever-evolving tech landscape, it’s easy to overlook the incredible talent that exists outside of the traditional career paths. As CTOs, we must take an active role in supporting returners—experienced professionals who have taken a career break and are now seeking to re-enter the workforce. I strongly believe that helping these individuals retrain and reintegrate is not just beneficial for businesses, but also essential to addressing the broader skills gap that continues to challenge the tech industry. This gap is not just about missing talent but also about lost potential.
The tech industry loses significant talent, especially at the mid and senior levels, when individuals—often women—step away from their careers due to caregiving responsibilities or other personal reasons. For example, an estimated 20,000 women left the tech industry in the first half of 2023 alone (MotherBoard, 2024). If we, as leaders, do not create pathways for these individuals to return, we risk exacerbating the shortage of skilled developers and engineers.
Returners bring a wealth of experience, a fresh perspective, and an eagerness to make an impact. Many of these individuals have spent years honing their skills, and while their time away from the workforce might have involved stepping out of their formal roles, it often involved skill-building in other areas—whether managing their own projects, handling complex personal situations, or even running small businesses. This range of experience brings invaluable insights into problem-solving, collaboration, and adaptability—traits that are crucial in today’s tech teams.
One example of the positive impact returners can bring comes from a Tech Returners initiative we participated in. We hired four returners, three of whom had taken several years off to care for family. It was clear that their prior experience, regardless of any time taken out of the workplace —combined with fresh perspective—brought new energy to the team. One returner in particular demonstrated their ability to mentor younger developers which was an unexpected benefit that strengthened our entire team dynamic.
Returners, particularly those with mid-to-senior level experience, often face a biased perception that they have “fallen behind” during their time away. This reluctance creates a drop-off in talent at critical points in the pipeline, which further exacerbates the shortage of skilled professionals in tech. Leadership must address this by recognising that career breaks are not a career end.
My advice for CTOs and Hiring Managers who are looking to create a more inclusive hiring process that accommodates returners, consider adopting practices like structured returner programs, such as Tech Returners, which provide retraining and mentorship. These programs allow individuals to refresh their technical skills and rebuild confidence in a structured, supportive environment.
For returner initiatives to truly succeed, they must be supported by leadership. Without buy-in from top management, these efforts can easily fall by the wayside, becoming just another HR checkbox. If CTOs and other tech leaders don’t actively support returners, organisations risk missing out on a valuable talent pool and may continue to face difficulties filling critical roles.
Looking ahead, I hope the tech industry will continue to evolve in its approach to creating more structured opportunities for returners and recognising the value they bring. My key takeaway for CTOs and hiring managers is simple: Addressing the skills gap requires a holistic approach, and that includes embracing returners. By fostering an inclusive culture that values diverse experiences, we can tap into a wealth of talent and build stronger, more dynamic teams. Supporting returners isn’t just a nice-to-have; it’s a strategic move that will benefit your business, the wider tech industry, and the individuals involved.
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