Every day, employees quit—not because they’ve found a better job, but because they can’t make work and caring for a parent or elderly relative fit. How many from your organisation? Two years ago, I was almost one of them.

I was in a senior national NHS role, caring for my mum, who had Alzheimer’s, while also raising three young kids. I’d spent over 21 years leading teams and helping others through crises—but nothing prepared me for the personal impact of juggling work, caring, and family.

I took work calls outside hospital rooms, scrambled for last-minute care before meetings, and constantly felt like I was failing someone—my mum, my kids, or my team. It wasn’t about poor time management or a lack of resilience. It was just impossible.

And I’m not alone.

The Silent Epidemic in Your Workforce

Caring for ageing parents isn’t a niche issue—it’s a growing crisis at work. With at least 1 in 5 employees juggling jobs and elder care, the impact is huge. Yet in many organisations, it’s still something people keep quiet about, afraid of how speaking up might be seen.

HR leaders are prioritising menopause, fertility, and mental health—rightly so. But caring for ageing parents belongs on that list too. It’s here, it’s growing, and it’s already hitting your workforce hard.

The question is: how do we stop employees from feeling like they have to choose between their job and their family?

Why This Matters for Organisations

This isn’t just a ‘nice to have’ wellbeing initiative. The business impact is real:

• Retention risk – Skilled, experienced professionals are walking away because they can’t make work and care fit.
• Rising absenteeism and presenteeism – Stressed employees either miss work or struggle through at reduced productivity.
• Impact on middle management and future leadership – The people juggling care are often mid-career—the very people organisations rely on to lead teams and drive results.

The irony? These employees are the ones organisations should be fighting to keep. They’re problem-solvers, multitaskers, and empathetic leaders—skills companies spend millions developing through leadership programmes. Yet instead of supporting them, many organisations are quietly pushing them out.

The Moments I Almost Gave Up

There were so many times it almost broke me.

The big moments, like hearing my mum’s Alzheimer’s diagnosis from the consultant and then presenting a strategy to the board the next morning, my head still reeling.

And the daily grind—driving one, sometimes two hours each way before and after work to visit my Mum, bracing myself for what I’d find. Those motorway journeys were filled with dread. The fear of not knowing what state she’d be in. The knowledge that, whatever I found, I’d have to switch straight back into work mode the moment I left.

That was my reality. And I know how quickly it can become overwhelming.

To say it was tough is an understatement.

This is what so many employees are living with. Splitting themselves in two. Trying to meet impossible expectations on both sides.

That’s why policies alone won’t fix this. It’s about culture. It’s about people.

What Needs to Change?

HR leaders don’t need to reinvent the wheel—many of the solutions already exist. They just need to be applied in a way that makes caring for parents part of workplace conversations instead of something people hide.

•  Equip managers with confidence and skills – Many employees don’t speak up because they’re scared of being seen as unreliable. Managers who know how to spot the signs and offer real, practical support can change that.
• Make flexibility feel real – Policies are one thing, but culture matters more. If people feel guilty or judged for adjusting their hours, they’ll keep struggling in silence. Open conversations and senior role models sharing their own experiences make a difference.
• Create psychological safety – Employees need to feel safe being honest without worrying it’ll damage their career. A culture where people can talk about caring responsibilities—without fear—helps retain skilled professionals.
• Recognise the value carers bring – Employees balancing work and care are often brilliant problem-solvers, multitaskers, and empathetic leaders. Instead of seeing caring as a ‘problem to fix,’ there’s an opportunity to support and retain some of your best talent.

The Leadership Imperative

This isn’t just a workforce issue—it’s a test of leadership. The organisations that act now will be the ones that thrive. Those that ignore it will lose some of their best people.

The question is no longer should organisations act, but can they afford not to? This workforce crisis is already here. How is your organisation supporting employees balancing work and care? If it’s not yet on your agenda, it’s time to change that.

Sherry King is the Founder of Sandwich Generation Support, working alongside experts—including a palliative care consultant, a nurse, and those living this reality—to help organisations take action.

www.sandwichgenerationsupport.co.uk