Keeping in Touch (KIT) days are a valuable but often underused tool during maternity, or adoption, leave. Used well, KIT days help maintain connection without pressure, support a confident return to work, and reinforce that stepping away does not mean being forgotten.

This is not just a theory – it is an approach we actively use within our own company.

Why KIT days matter

When viewing maternity leave as part of a longer career journey rather than a pause on progression, businesses are better placed to:

• Retain experienced talent
• Maintain professional relationships
• Reduce anxiety around returning to work
• Make re-entry smoother for both the individual and the organisation

What can KIT days be used for?

KIT days are flexible and can include any work that would normally form part of the employee’s role.

• Key team or business updates
• Training or professional development
• Strategy, planning, or project discussions
• Structured handover or return-to-work conversations
• Informal re-engagement before a formal return

Pay and impact on maternity leave

• KIT days must be paid, with pay arrangements agreed in advance
• Many employers pay the employee’s normal daily rate, offset against maternity pay if applicable
• Working a KIT day does not end maternity leave, although exceeding 10 KIT days will automatically end maternity leave entitlement
• Any amount of work carried out counts as one full KIT day, even if this is only for a short meeting or training session
• Clarity here is essential to avoid confusion or unintended consequences.

How businesses should approach KIT days

The effectiveness of KIT days depends less on policy wording and more on how they are introduced and managed.

Good practice includes:

• Raising the option early, but without pressure
• Allowing the employee to lead on whether and how KIT days are used
• Agreeing purpose, timing, and pay clearly in advance
• Ensuring managers understand both flexibility and boundaries
• Keeping accurate records of days taken
• Handled well, KIT days can significantly increase the engagement post-maternity leave.

Why this matters for retention

• Many post-maternity departures are not driven by dissatisfaction with the role itself, but by how supported individuals feel during leave and upon return.
• Organisations that use KIT days well often see:
• Smoother and more confident returns to work
• Faster re-integration into teams
• Higher engagement after return
• Improved long-term retention

These outcomes are why we have embedded KIT days into our own people practices, rather than treating them as a tick-box exercise.

A cultural issue, not just a policy

No policy works in isolation. For KIT days to deliver real value, they must be supported by the right management approach and culture.

That means:

• Respecting choice and boundaries
• Training managers to handle KIT days appropriately
• Avoiding any expectation of ongoing involvement
• Viewing maternity leave as part of a long-term career, not a disruption

Final thoughts

KIT days are a small intervention, but they can have a disproportionate impact on retention when used well. By prioritising choice, clear boundaries, and good management, businesses can support confident returns to work and protect long-term capability — without undermining the purpose of maternity leave.