There are currently over six million carers in the UK, a figure that is expected to increase to 9 million by 2037. Every single day 6000 people take on a caring responsibility. At some point in our lives, three in five of us will be a carer. There is also the relatively recent phenomenon of the so called ‘sandwich generation’; people caring for elderly parents whilst still having children living at home.
In the UK we have an aging population. More than 15 million people in the UK currently have a long term health condition; one which cannot be cured but can be controlled or managed with medication and therapy. This figure is also set to increase significantly over the next decade. Conditions such as diabetes, dementia, chronic heart failure and COPD are rising. Increasing telecare and telehealth technology will continue to make it easier for the elderly and people with long term health conditions to remain in their own homes. These are solutions that monitor patients in their own home and are intended to reduce time spent in hospital or residential care. Within just five years we will reach a critical point; there will soon be more older people needing care than family members currently available to meet the demand.
What does this mean for employers?
Whether they have identified themselves to you as such, you will have employees who are currently undertaking caring responsibilities, and these numbers will inevitability increase in the years to come. Carers in your organisation will have valuable skills and experience that you will wish to retain (the age profile of carers suggests they will be at the peak of their careers when they take become carers) but they are likely to need support from their employer to continue to balance caring and work. Many carers are ‘hidden’, as they often feel unable to confide in their employers. However, for some carers, support from an employer may be the only support they get.
According to research undertaken by Carers UK, 34 percent of carers feel that they have missed out on promotion or development opportunities at work. 42 percent of carers have taken a reduced income in order to provide that care, and it is believed that around 2m people have had to give up work altogether. For those that do stay in work, carers have a serious risk of developing mental health conditions themselves, and an incredible 92 percent of carers describe themselves as feeling stressed as a result of their caring role. Carers may often neglect their own health as they are prioritising the care of someone else and can suffer financial difficulties as a result of caring. These factors may lead to increased sickness absence, reduced productivity and engagement. Employers need to take action to prepare their organisations for the caring explosion to come.
What should HR do?
Under current legislation, carers can make an application to their employer for flexible working after a qualifying period. They have few other formal protections or support mechanisms. Whilst there is also a legal right to take time off for dependants, this right extends for just a day or two to make alternative care arrangements, and the time off is unpaid. Flexible working is seen by carers as one of the most important factors in allowing them to juggle work and their caring responsibilities. However, just applying the basic statutory position will not be enough if you want to genuinely retain and support carers in your organisation. The qualifying period for requesting flexible working can be a particular barrier to those seeking to re-enter the labour market.
Many conditions are unpredictable and can change quickly. Carers may have to attend hospital appointments, take phone calls during the working day, take leave at short notice. A supportive employer can make all the difference, and small changes are often all that is needed. Offering flexibility is crucial, as is supportive line management. It’s important that carers are encouraged to be open about their caring responsibilities; make sure that they are aware of their right to request flexible working, and educate line managers in the important role they play in supporting the carer in balancing their sometimes competing priorities. This is also a time to consider flexing your policies and procedures as well as your working patterns; there is no one solution that meets the needs of all carers. The support an employer can provide needs to be tailored to the individual situation. Employees need to know that it is okay to tell their employers about their caring responsibilities. Encourage them to tell you during the recruitment process, or at induction, and discuss their individual needs with them. Give your employees the confidence that they will be supported.
If this concerns you, apply to join theHRDIRECTOR Roundtable – Strategy for supporting carers in the workforce. Act quickly as numbers are limited for this FREE event – click here
