Published on Wednesday, Jan 09, 2008
Caring for our elders and loved ones comes naturally to us. While most of us will not shy away from the responsibility, there is no denying that tending to disabled or chronically ill parents/relatives can be a profound physical, emotional and financial burden.
Especially with the current drift towards dual-income households and busy work schedules, elder care has become a heavy millstone around the neck. With the overwhelming obstacles and intimidating complexities, life itself turns into an incessant struggle to balance work and caregiver obligations.
While some people may toil in silence, most others are debilitated by the enormous sense of responsibility and either bend or break completely. Yielding to the persistent pressure, strain and exhaustion of ‘two jobs’, they may just leave work or opt for an early retirement. Not only this, the constant juggling act also takes its toll on caregivers’ health, leading to low productivity at work and inevitable burn out. So much so that, it has been estimated that an employee with elder care responsibilities costs his or her employer about $1,150 extra a year!
While employers may choose to turn their backs on employees’ ‘personal’ responsibilities, what they cannot afford to ignore is the drain of skills, expertise and tacit institutional know-how that accompanies losing valued workers. While the trend of raising caregiving issues at work is picking up in the western world, it is high time that other countries follow suit by helping employees care for their loved ones.
Employers have to quickly overcome their reluctance to face the exploding issue, as it is estimated that by 2020, more than one in three employees will be providing elder care. A planned response towards sustaining a healthy work environment alone can help reduce employee turnover and absenteeism while enhancing their morale, trust and efficiency. Afterall, only when employee caregivers are relieved of the competing demands, can they gain peace of mind and better concentrate on their jobs.
Especially with the current drift towards dual-income households and busy work schedules, elder care has become a heavy millstone around the neck. With the overwhelming obstacles and intimidating complexities, life itself turns into an incessant struggle to balance work and caregiver obligations.
While some people may toil in silence, most others are debilitated by the enormous sense of responsibility and either bend or break completely. Yielding to the persistent pressure, strain and exhaustion of ‘two jobs’, they may just leave work or opt for an early retirement. Not only this, the constant juggling act also takes its toll on caregivers’ health, leading to low productivity at work and inevitable burn out. So much so that, it has been estimated that an employee with elder care responsibilities costs his or her employer about $1,150 extra a year!
While employers may choose to turn their backs on employees’ ‘personal’ responsibilities, what they cannot afford to ignore is the drain of skills, expertise and tacit institutional know-how that accompanies losing valued workers. While the trend of raising caregiving issues at work is picking up in the western world, it is high time that other countries follow suit by helping employees care for their loved ones.
Employers have to quickly overcome their reluctance to face the exploding issue, as it is estimated that by 2020, more than one in three employees will be providing elder care. A planned response towards sustaining a healthy work environment alone can help reduce employee turnover and absenteeism while enhancing their morale, trust and efficiency. Afterall, only when employee caregivers are relieved of the competing demands, can they gain peace of mind and better concentrate on their jobs.
A helping hand
Organisations can mitigate the negative impact of caregiving on employees by offering company-sponsored support and care management services. Once managers understand caregivers’ needs, problems and encourage care for elders, employees will be more comfortable to voice their concerns and will have no fear of retribution like being dismissed, demoted or not promoted. To help employees better manage family and other caregiving commitments, employers should also strengthen their family-friendly policies and practices to include elder care services.
They can offer an array of benefits with a basic two-pronged approach:
• Work-related adjustments to help employees manage their workload along with their care giving responsibilities. This can include flexible work schedules (coming in late, leaving early or extended lunch hours), alternative work arrangements, part time work, off-site work, paid family sick leave or even leave-sharing programmes. Employers can also permit making and receiving of telephone calls or unexpected days off (paid or unpaid) to deal with emergencies of an ailing family member. Workplace adjustments can even extend to ensuring no overtime, relocation or work-related travel for those who are engaged in caring for an elderly relative.
• Work/life initiatives in the form of dependant care assistance programmes. HR professionals can arrange legal/insurance services, in-person guidance or easy access to geriatric-care managers for solving problems and making decisions about care options and other related issues. Through seminars, hotlines, support groups or even corporate newsletters, they can arrange access to timely information about community services like medical facilities, nursing homes and home care people. Apart from resource and referral services, companies can also offer training workshops for not only effectively dealing with caregiving responsibilities, but also for improving caregiver skills to better look after themselves while caring for others. Professional assistance in countering lack of confidence, work-related stress and depression also goes a long way in building employee resilience and productivity.
Companies should choose the right mix of benefits and services based on employees’ current and future caregiving responsibilities. Above all, employers should not only promote a family-friendly culture with support from colleagues and supervisors, but also primarily respect the privacy of caregiver employees and their families.
Most of all, simply but sincerely asking a harried caregiver how his mother/father/relative is feeling today and extending unilateral support can be the best comfort.
As a top HR officer observes, “It allows employees to know, no matter the distance, there is an option to make sure those they love get the care they need when the unexpected occurs. Just knowing that the safety net is there has relieved a lot of stress for many people!”
Organisations can mitigate the negative impact of caregiving on employees by offering company-sponsored support and care management services. Once managers understand caregivers’ needs, problems and encourage care for elders, employees will be more comfortable to voice their concerns and will have no fear of retribution like being dismissed, demoted or not promoted. To help employees better manage family and other caregiving commitments, employers should also strengthen their family-friendly policies and practices to include elder care services.
They can offer an array of benefits with a basic two-pronged approach:
• Work-related adjustments to help employees manage their workload along with their care giving responsibilities. This can include flexible work schedules (coming in late, leaving early or extended lunch hours), alternative work arrangements, part time work, off-site work, paid family sick leave or even leave-sharing programmes. Employers can also permit making and receiving of telephone calls or unexpected days off (paid or unpaid) to deal with emergencies of an ailing family member. Workplace adjustments can even extend to ensuring no overtime, relocation or work-related travel for those who are engaged in caring for an elderly relative.
• Work/life initiatives in the form of dependant care assistance programmes. HR professionals can arrange legal/insurance services, in-person guidance or easy access to geriatric-care managers for solving problems and making decisions about care options and other related issues. Through seminars, hotlines, support groups or even corporate newsletters, they can arrange access to timely information about community services like medical facilities, nursing homes and home care people. Apart from resource and referral services, companies can also offer training workshops for not only effectively dealing with caregiving responsibilities, but also for improving caregiver skills to better look after themselves while caring for others. Professional assistance in countering lack of confidence, work-related stress and depression also goes a long way in building employee resilience and productivity.
Companies should choose the right mix of benefits and services based on employees’ current and future caregiving responsibilities. Above all, employers should not only promote a family-friendly culture with support from colleagues and supervisors, but also primarily respect the privacy of caregiver employees and their families.
Most of all, simply but sincerely asking a harried caregiver how his mother/father/relative is feeling today and extending unilateral support can be the best comfort.
As a top HR officer observes, “It allows employees to know, no matter the distance, there is an option to make sure those they love get the care they need when the unexpected occurs. Just knowing that the safety net is there has relieved a lot of stress for many people!”
PAYAL CHANANIA
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