The motherhood penalty: why having children still costs women at work

The term “motherhood penalty” describes the financial, professional and social disadvantages many women experience after having children. Despite decades of progress on gender equality, research consistently shows that motherhood is still associated with lower pay, slower career progression and fewer opportunities compared with both childfree women and men.

The motherhood penalty is not just about income. It reflects how societies and workplaces value care, productivity and gender roles, and it shapes how mothers are treated when they try to balance parenting with a career.

What is the motherhood penalty?

The motherhood penalty refers to the gap in earnings, career outcomes and workplace treatment between mothers and others in the labour market. It often appears as reduced wages after returning from maternity leave, fewer promotions, occupational downgrading and long term impacts on pensions and financial security.

In the UK, mothers earn around 24% less per hour than fathers, highlighting how parenthood affects women and men differently. Women’s earnings typically drop sharply after having children and remain lower for years, while men’s earnings are largely unaffected by becoming fathers. In contrast, some research points to a “fatherhood bonus”, where men with children are perceived as more stable or committed and may benefit from higher pay or promotion opportunities.

Why does the motherhood penalty happen?

The motherhood penalty has multiple causes rooted in workplace structures, social norms and policy choices. Time out of the workforce is one factor. Maternity leave can interrupt career momentum, particularly in fast moving sectors. Skills may be perceived as outdated, networks weaken and opportunities are missed while peers continue to progress.

Part time and flexible work also play a significant role. Many mothers reduce hours because childcare is expensive, inflexible or unavailable. Around 42% of women in the UK work part time compared with around 15% of men, and part time roles often come with lower pay progression, fewer leadership opportunities and reduced visibility.

Bias and stereotypes are another key driver. Mothers may be perceived as less ambitious, less committed or less available, regardless of their actual performance. Employers may assume that mothers will prioritise family over work, leading to fewer high profile projects or promotion opportunities.

Structural barriers compound these issues. Long hours cultures, presenteeism and inflexible scheduling make it difficult for parents, especially mothers, to meet expectations that were designed around a traditional full time worker with no caring responsibilities.

How society makes having children harder than it should be

Beyond the workplace, broader societal pressures make parenting particularly challenging for women. Childcare costs in the UK are among the highest in Europe and can rival or exceed a second salary. Full time nursery care for a young child can consume a large proportion of take home pay, and in London costs can reach tens of thousands of pounds per year.

This financial pressure pushes many women to reduce working hours or leave the workforce, not because they lack ambition but because it is economically rational.

Cultural expectations also place most caregiving and domestic labour on mothers. Even in dual income households, women typically carry more of the mental load, childcare planning and unpaid labour. This work is essential but invisible in systems that reward paid employment and uninterrupted careers.

Policy support exists but remains limited in practice. Shared parental leave uptake is low, flexible working rights are inconsistently applied and affordable childcare is not universally accessible. The result is that mothers are expected to juggle incompatible demands in systems that were never designed for them.

What it feels like to return to work as a mother

For many women, returning to work after having a child can feel like starting from scratch. Some report being sidelined, excluded from key decisions or treated as less capable. Others find their responsibilities quietly reduced “for their benefit”, which can stall careers and undermine confidence.

Many mothers describe being passed over for promotion, questioned about their commitment, or assumed to be unavailable for travel, late meetings or leadership roles. Some feel pressure to prove they are just as dedicated as before, often at the expense of wellbeing and family life.

This treatment is not universal, but it is common enough to shape life choices. Some women leave industries, reduce ambitions or delay having children, with consequences for fertility, mental health and life satisfaction.

The long term detriments

The motherhood penalty has lasting financial and social consequences. Mothers can lose tens of thousands of pounds in earnings within just a few years of having a child, with cumulative losses increasing over a lifetime.

Lower lifetime earnings reduce financial independence and increase vulnerability to poverty, particularly after separation, divorce or single parenthood. Reduced pension contributions can lead to insecurity in retirement.

At a societal level, the penalty contributes to gender pay gaps, underrepresentation of women in leadership and loss of talent. When experienced women step back or drop out, organisations lose skills, diversity and institutional knowledge.

It also influences birth rates. When having children is perceived as incompatible with career success, people may choose to have fewer children or none at all, with broader demographic and economic implications.

What can be done

Reducing the motherhood penalty requires coordinated action. Employers can normalise flexible and part time senior roles, support returners with training and mentoring, and challenge biases about productivity and commitment. Transparent pay and promotion systems can reduce hidden disparities.

Governments can invest in affordable childcare, expand and reform parental leave policies, and encourage more equal caregiving by partners. Policies that support fathers and partners taking leave can shift norms around who steps back from work.

Culturally, recognising caregiving as real, valuable labour and redefining productivity beyond constant presence would benefit everyone, not just mothers.

Why it matters

The motherhood penalty is not just a women’s issue. It reveals how societies value work, care and human life. Children are essential for the future, yet the systems surrounding work and economics often make parenting feel like a personal burden rather than a shared responsibility.

For mothers who want both a family and a fulfilling career, the message is often contradictory: have children, but do not let them affect your work. Until workplaces and policies change, many women will continue to pay a hidden price for motherhood, and society will continue to miss out on their full potential.