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HOW ARVAL UK USED COACHING TO CREATE LASTING CHANGE

Transforming Parental Return-to-Work

When returners at Arval UK reported feeling isolated, disconnected, and unsure how to navigate life as working parents, Senior HR Business Partner Heather Messenger knew something had to change. By listening to employee voices, updating policies, and introducing maternity return coaching, Arval created a culture of genuine support. The results? More confident returners, higher retention, and tangible progress on gender equity.

A WRITTEN CASE STUDY
HOW ARVAL UK USED COACHING TO CREATE LASTING CHANGE

A conversation with Heather Messenger, Senior HR Business Partner at Arval UK

The Challenge That Started It All

In 2023, Heather Messenger found herself facing a problem that many HR leaders recognise but few know how to solve effectively. At Arval UK, specialists in full-service vehicle leasing, and a company built on strong people-first values and driven by employee voice, something wasn't working when it came to supporting parents returning to work.

"We were seeing patterns that troubled us," Heather reflects. "Parents, especially mothers, were coming back from leave feeling isolated and vulnerable. They'd lost confidence, felt disconnected from their teams, and weren't sure how to navigate their new reality as working parents."

The issues ran deeper than individual experiences. Managers were struggling too, unsure how to engage meaningfully with staff on parental leave or how to support their transition back. Communication was inconsistent, flexibility was hit-or-miss, and many returners felt there were invisible barriers to their career progression.

For a company whose culture centred on listening to and supporting its people, this disconnect between values and reality was unacceptable.

Listening to Learn: The Power of Employee Voice

Rather than making assumptions about what needed to change, Heather led a review that put employee experiences at the centre. The approach was thorough and inclusive, gathering insights from current parents, recent returners, those who hadn't returned, fathers, and managers, including those without parental experience themselves.

"We ran surveys, organised forums, and had countless one-on-one conversations," Heather explains. "What emerged were clear themes: people felt unsupported by inconsistent communication, many were experiencing confidence dips and change fatigue, and there was a real hunger for both flexibility and meaningful career development opportunities."

The feedback became the foundation for significant policy changes. Arval extended maternity pay to six months and increased paternity pay to four weeks. They developed comprehensive toolkits for both line managers and returners, and their parent employee resource group created a buddy system to provide peer support.

The Missing Piece: Introducing Maternity Return Coaching

"We realised that while policies and systems are crucial, they don't address the deeply personal and emotional aspects of returning to work as a new parent," Heather says. "That's where coaching came in, as the missing piece in our broader support system."

The decision to introduce coaching wasn't taken lightly. It needed to serve a specific purpose: providing a confidential, safe space where returners could work through the emotional and professional challenges of their transition, rebuild confidence, and re-engage with both their careers and the organisation.

Implementation required careful consideration. The coaching was introduced alongside the revamped HR policies, with the buddy system helping to explain this new support to returners. Common concerns need to be addressed, particularly around time commitment and the purpose of the coaching.

"We were very clear that this wasn't linked to performance reviews," Heather emphasises. "This was support designed specifically for them, to help them navigate their own unique transition back to work."

Heather Messenger, Senior HR Business Partner, Arval UK

The Transformation: Real Impact on People and Business

The results spoke for themselves. Arval began seeing higher retention of female talent in key roles, with employees demonstrating increased confidence and more proactive communication with their managers. Return-to-work transitions became smoother, and the psychological safety that coaching provided helped reduce imposter syndrome, a common challenge for returners.

The impact extended beyond individual experiences. The company saw contributions to reducing their gender pay gap and found that their enhanced support became a powerful tool for attracting talent.

"The feedback we received was incredible," Heather shares. "Staff described coaching as 'a game changer.' Some told us how it helped them renegotiate responsibilities at home, while others felt it was key to regaining their identity and ambition at work."

But perhaps most importantly, employees felt genuinely seen, heard, and supported, both personally and professionally. This aligned perfectly with Arval’s core values and demonstrated their commitment to their people in tangible ways.

Lessons for Other Organisations

Heather's experience at Arval offers valuable insights for other HR leaders considering similar initiatives:

Start with employee voice.
"Gather that feedback and use it as evidence," she advises. "It's incredibly powerful for building a business case and ensures you're solving real problems, not perceived ones."
Position coaching strategically.
Frame it as a tool for psychological safety, retention, and performance rather than just another benefit. Help leaders understand the business impact alongside the human impact.
Think inclusively.
Consider coaching for fathers, too, acknowledging that they also face transitions and challenges when becoming parents.
Integrate, don't isolate.
Combine coaching with broader structural changes like enhanced pay, updated policies, and comprehensive line manager training.

"Coaching is most powerful when it's part of a suite of changes," Heather reflects. "For us at Arval, it's embedded within a culture that listens, supports, and invests in its people. It's not just a benefit, it's a statement of our values."

The Bigger Picture

Arval's journey demonstrates that supporting parental transitions requires both structural changes and personalised support. While policies and systems create the framework, coaching addresses the individual, emotional aspects that can make or break a successful return to work.

The success at Arval wasn't just about introducing coaching; it was about creating a comprehensive approach that recognised the complexity of the parental transition and responded with multiple, integrated solutions.

"Would I absolutely recommend coaching for returners? Without hesitation," Heather concludes. "But remember, it's most effective when it's part of a broader commitment to genuinely supporting your people through one of the most significant transitions they'll experience in their working lives."

To learn more about implementing parental return coaching in your organisation, watch our full conversation with Heather Messenger, where she shares detailed insights about Arval's approach and practical advice for HR leaders.

Watch the conversation