In the UK, the country’s changing demographics mean that care responsibilities now extend beyond childcare, with an increasing number of employees caring for elderly parents. People in this situation form part of the sandwich generation: those sandwiched between aging parents who need care or help, and the needs of their own children.
While workplace surveys and policies often address the needs of working parents, these frequently overlook the challenges faced by employees caring for elderly relatives. A raft of new laws and proposed reforms have been mooted by the government, some of which have been met with resistance and criticism.
Growing awareness of gaps in adult social care provision presents opportunities for forward-thinking employers, especially those facing recruitment challenges and skills gaps, to enhance their approach to providing support to employees who care for elderly relatives, friends or neighbours as part of their agenda to attract and retain talent.
The UK provides a legal framework that is intended to support employees with caring responsibilities. Employees have the right to request flexible-working arrangements, which can be crucial for those balancing work with caregiving duties. The Employment Rights Bill 2024 proposes to make flexible working a default day one right for employees and limits circumstances whereby an employer can reasonably refuse such a request.
Additionally, equality legislation protects against discrimination, including indirect discrimination that might arise from caregiving responsibilities. Since April 2024, employees with caring responsibilities are entitled to take one week of unpaid leave a year from day one of their employment.
Despite the legal rights available, many workplace policies still focus predominantly on the caring responsibilities that come with being a parent, rather than a child, of a dependant person. Flexible-working arrangements, family leave, and support systems are often designed with young families in mind. To address this imbalance, employers could adjust the language of their policies to explicitly include caring in other contexts.
Employees with elder caring responsibilities face unique challenges. There remains a stigma associated with discussing care needs of the elderly which can prevent them from seeking support. Moreover, the physical and emotional toll of caring for parents alongside professional responsibilities can lead to burnout and decreased productivity. Acknowledging these challenges is the first step towards creating a supportive environment.
To address these issues, employers could start by including wider questions in workplace surveys about the range of caring responsibilities their employees hold.
Training programmes for managers can help them recognise and support employees with caregiving responsibilities. Employers that operate employee networks can consider adapting or extending these to provide a support group for those caring for others.
A number of employers have already introduced paid time off for carers, enhancing the statutory provision of one week’s unpaid leave. With cost of living still a significant concern for many, the offer to take unpaid time off to care for a relative may be viewed as a deterrent, rather than a support measure, so providing a financial safety net can be a real comfort for employees.
By recognising and addressing these responsibilities, businesses can enhance employee wellbeing and productivity. It is time for employers to consider how they accommodate elderly caring responsibilities in the context of the workplace, ensuring it receives the same attention and support as childcare.
Sarah Jackman is a counsel in the employment team at Dentons
