Background
Caring responsibilities can involve many types of support that are not part of paid work, and the chances are that some of your employees will be carers alongside their job. This type of activity can include physical provision for others, such as washing, dressing, feeding or emotional support. There may also be a need to assist with other things such as help with shopping and meals, housework and other chores, and life administration such as managing money or filling out documentation. Recipients may be parents, partners, spouses, dependents such as daughters and sons, or other relatives and non-relatives, and the care can be provided to somebody living inside or outside of their household, or at a distance involving travel. Many also experience ‘sandwich caring’, i.e., providing care for a dependent child or grandchild as well as an elderly parent.
The need to fit work around caring responsibilities has always been an issue for families with infant and school-age children, for whom flexibility can be key. Visit the Flexible and Family-Friendly Working section for more information. Caring responsibilities are, however, presenting a growing issue for older workers, with the 55-64 age group being the peak for caring, so with fewer young people entering the workforce carers represent an ever-greater proportion of the working population. This is a group that are already experiencing issues in remaining in employment, with higher numbers leaving due to sickness (almost twice as many) than through planned retirement.
What are the benefits of providing support for carers?
Having policies in place that support your employees with caring responsibilities can help employers to improve productivity, reduce staff turnover and the associated costs (of recruitment and upskilling new employees) and disruption, help retain valuable skills, knowledge, and personal and professional networks, becoming more attractive as an employer. There is also potential to reaping the rewards of intergenerational working, with some research showing that age-diverse teams can better serve a diverse customer/client base and enhance customer service generally.
What are the issues for employers?
Research has shown that many people with caring responsibilities have not applied for promotion or a new job because they have caring responsibilities, presenting problems for employers in terms of recruitment possibilities and the development of their employees. Many carers unfortunately leave work or reduce their hours because of insufficient support and the difficulties of managing work alongside caring responsibilities. The Racing Home research project identified, for example, that childcare is a constant source of anxiety, which impacts on those individual’s performance at some stage.
A lack of formal or informal employer policies, loneliness and isolation in the workplace as a result of being a carer have been shown to cause people to leave, with some research showing that many carers feel that their managers and colleagues do not understand the impact of caring on them. Men who are carers often feel stigmatised, and there have been calls for employers to foster a culture that recognises and supports them.
Some ideas for action
- As many people do not recognise themselves as carers – perhaps because they do not want to be labelled as such – they may not come forward to seek help. Raising awareness of caring may encourage them to seek the support they need.
- According to a 2019 Carers UK report the most important things that would most help working carers are a supportive employer/line manager, flexible working and additional paid care leave
- If you have employees with caring responsibilities who need support, direct them to online resources such as the free factsheets provided by Carers UK.
- Recognise the diversity of family life, for example, supporting parenthood is not just about those who have young and pre-school children, but also those who have older children and may also be in need of similar support structures.
- Create a more open culture for carers, encouraging and supporting carers’ networks, training and encouraging line managers to challenge negative attitudes and through open support from senior employees.
- Encourage people to come forward with any issues or concerns related to being a carer. Seek feedback from carers and line managers to inform your policy development and improvement.
- Larger employers may be able to arrange for a carers’ network or support group, and/or encourage staff to become ‘Carers Champions’ to increase visibility of carers, create role models and promote the balancing of work and care.
- Train and empower line managers so that they are able to respond to the needs of their employees with caring responsibilities with autonomy and confidence.
For some additional reading and resources click here.
