Gender gap and motherhood: In a gleaming high-rise office in Mumbai, Aarti sat across from her manager for her annual performance review, brimming with confidence. Over the past year, she had achieved stellar results—her innovative coding streamlined processes, she mentored junior team members, and she often worked late into the night.
But as her manager spoke, her optimism faded.
“You’ve done well,” he began, pausing to adjust his glasses. “But, considering your maternity leave earlier this year, there was some lost time. It’s something we had to factor in.”
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Aarti swallowed her disappointment. Meanwhile, her colleague Ramesh was experiencing a very different review. Having recently become a father, Ramesh’s manager was effusive in his praise. “Fatherhood suits you,” the manager remarked. “It’s clear you’ve gained a new level of focus and responsibility. Congratulations on the promotion!”
This wasn’t just bad luck for Aarti and serendipity for Ramesh. Their stories reflect a troubling narrative that echoes across workplaces—the “motherhood penalty” and the “fatherhood bonus.” It’s a tale as old as time, dressed in modern corporate attire, perpetuating a system that penalises women and rewards men for the same life event.
Glass ceiling reinforced by bias
Aarti’s and Ramesh’s experiences are not anomalies. They are symptomatic of deeply entrenched biases that disproportionately impact women’s careers, especially after motherhood. Globally, research validates this trend, but in India, the disparity is particularly stark. The World Economic Forum’s Global Gender Gap Report 2023 ranks India 127th out of 146 countries in women’s economic participation and opportunity.
The 2017 Maternity Benefit (Amendment) Act aimed to support women by providing 26 weeks of paid maternity leave. While progressive on paper, the law has had unintended consequences. Many employers hesitate to hire women of childbearing age, citing increased costs and potential disruptions. This has pushed many women onto the “mommy track,” where career growth stagnates.
In contrast, men like Ramesh often benefit from fatherhood. A 2018 International Labour Organisation report found that men in India were more likely to receive salary hikes and promotions after becoming fathers. Fatherhood is perceived as a sign of increased stability and responsibility, while motherhood is viewed as a liability.
Cultural roots of professional inequity
The roots of this inequity lie deep within India’s cultural fabric. For centuries, societal norms have positioned women as primary caregivers and men as breadwinners. From Bollywood’s portrayal of self-sacrificing mothers to casual dinner-table conversations, these roles are reinforced in countless ways.
This cultural bias seeps into workplace evaluations. Women are frequently asked, “How will you balance work and motherhood?” while men are never questioned about their roles as fathers. Instead, men’s commitment to their work is assumed to grow stronger.
The high cost of inequality
The motherhood penalty and fatherhood bonus have far-reaching consequences that extend beyond individual careers. Women’s workforce participation directly impacts national economic growth. According to McKinsey, equal participation by women could add $700 billion to India’s GDP by 2025. Yet, in 2023, India’s female labour force participation rate was a mere 25.1%—among the lowest globally.
This inequity also comes at a cost to organisations. Companies lose access to diverse leadership, experienced talent, and innovative perspectives. A 2022 LinkedIn survey revealed that 85% of Indian women felt they missed out on promotions or pay raises due to familial responsibilities.
Ironically, men, too, are constrained by this imbalance. While they benefit professionally from fatherhood, societal expectations often prevent them from embracing active caregiving roles. Paternity leave policies in India are typically limited to a few days, leaving men unable to fully participate in raising their children.
Bridging the gap
To address this inequity, we must challenge biases at every level—individual, organisational, and societal. Companies need to go beyond maternity benefits and adopt comprehensive family-support systems. Flexible work arrangements, affordable childcare, and structured return-to-work programmes are not just desirable—they are essential.
Performance evaluations should be scrutinised to ensure that motherhood is not unfairly penalised, while fatherhood is not disproportionately rewarded. Organisations must also normalise active fatherhood. Extended paternity leave should be standard, and men should feel empowered to take it without fear of professional repercussions.
At the cultural level, change must begin at home. Families, schools, and communities should teach children that caregiving is a shared responsibility. Success should not be tied to adherence to traditional gender roles but rather to fairness and collaboration.
Rewriting the script for parenthood
Aarti and Ramesh’s stories are not just about workplace policies—they reflect the kind of society we aspire to build. As the Bhagavad Gita reminds us, detachment from preconceived roles and fairness in actions are essential for harmony.
If we want to create a truly equitable world, we must reimagine parenthood—not as a penalty for some or a bonus for others, but as a shared journey of growth and fulfilment.
When organisations begin to see employees as individuals with diverse contributions and aspirations, rather than as “mothers” or “fathers,” they take the first step toward bridging the gap between potential and opportunity. Only then can we write a new script—one where Aarti’s achievements shine as brightly as Ramesh’s, and where every child’s arrival is celebrated not just in life but in the workplace too.
Srinath Sridharan is a corporate advisor and independent director on corporate boards. He tweets as @ssmumbai
Srinath Sridharan is a strategic counsel with 25 years experience with leading corporates across diverse sectors including automobiles, e-commerce, advertising and financial services. He understands and ideates on intersection of finance, digital, contextual-finance, consumer, mobility, Urban transformation, and ESG. Actively engaged across growth policy conversations and public policy issues.