As a manager, you are likely at some stage to support an employee who has caring responsibilities.
Caring can come in many forms. Employees may not always think of themselves as a carer. They may just see it as something they do as part of normal family life. They may not want to find themselves defined as ‘a carer’ when there is so much more to them.
Caring support can go on for years or can start suddenly when someone’s relative or partner becomes ill. You may have supported someone for a long time who suddenly becomes a carer or decides to share their carer’s role with you. You may also be told when a new starter joins your team.
Regardless of when it occurs or who they care for, employees will expect support from their line manager. You don’t need to have all the answers, but familiarising yourself with what support is available internally and externally will help. You can also get support from your HR team.
What to say
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Conversations about an employee’s care responsibilities are important, and they may be a little uncomfortable at first. If the employee hasn’t talked to an employer about this before, they may need some time to figure out what they want to share and what support they need.
Your colleague may welcome the chance to talk, so even if you were expecting a practical discussion about managing work and leave, it is best to be prepared. You don’t have to say anything profound. You may find that your colleague just needs someone to listen.
These conversations may be hard for you too. Be careful not to fall back on false reassurances, such as “I’m sure they'll be fine”. It is better to acknowledge the situation by saying something like “I’m sorry to hear she is ill”.
You can help by being clear about what the organisation can do to support, such as flexible working and compassionate leave. Your HR team will be able to advise you on your company’s current policies.
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How you can help
It often takes, on average, two years for someone to realise they are a carer. This is because many people do not see themselves as 'carers' or may not have a specific idea of what caregiving involves.
The reality is a carer is anyone who looks after someone who cannot manage without their help. This person does not need to live with them or be related to them. Common examples include adult children caring for elderly parents or a spouse looking after a partner with a long-term health condition. There are many ways someone can be a carer, so if you notice signs of struggle, it can be helpful to reach out.
A simple message like, "I've noticed you have a lot on your plate lately. Is there anything outside of work that I can support you with?" can open the door for a conversation. You can also use your regular one-on-one meetings to ask how employees are doing and if they need any support, both personally and professionally.
Remind your colleagues that support options are available if they are providing care, and reassure them that you are there to help.
Let employees know that disclosing their care can lead to additional support and understanding from the organisation.
Carers in employment have two sources of rights:
The law gives employees ‘statutory rights’ which is the same for everyone
The employee’s contract may give them ‘contractual rights’ which go above and beyond statutory rights.
As a line manager, you will want to be aware of what support is available and what your organisation offers so that the employee can do their job, as well as manage their caring responsibilities.
The first step is to have a conversation so that you understand what their caring involves. It is up to them how much they want to share with you, but if they are happy to do so then you can work out the best solution together.
There may be things that the organisation can help with directly, such as flexible working. You can also help by suggesting other possible sources of financial and practical help, such as a carer’s assessment or carer’s allowance.
One of the top requests from employees with caring responsibilities is flexibility from their employer. All employees in England, Wales, and Scotland have the right to request flexible working arrangements from their first day of employment. They can make two requests over a 12-month period, a right that became law on April 6, 2024.
To make flexible working arrangements effective for everyone, consider the following steps:
Implement the proposed flexible working arrangement on a trial basis and see how well it works in practice.
Regularly review the arrangement and discuss any necessary changes to ensure it meets both the employee’s needs and the team's requirements.
Examples of Flexible Working Patterns:
Flexible Hours: Allow carers to adjust their start and finish times to better align with their caregiving responsibilities.
Compressed Workweek: Enable employees to work longer hours over fewer days, giving them more days off to manage care duties.
Part-Time Work: Offer the option to reduce working hours to part-time, allowing more time for caregiving.
Remote Working: Permit working from home, either full-time or part-time, to reduce travel time and increase flexibility.
Job Sharing: Allow two employees to share the responsibilities of one full-time position, providing both with more flexibility.
Always be prepared for sudden changes in the carer's needs and be supportive in offering the necessary flexibility.
Speak with your HR team to understand the specific policies on flexible working within your organisation.
A Carer's passport is a document which helps a carer and their manager to discuss and document the support the flexibilities needed to combine caring and work.
As a manager, you can support carers in balancing their work and caregiving responsibilities by making various workplace adjustments.
Here are just a few examples:
Flexible Working Hours: Allow carers to adjust their start and finish times to better fit their caregiving schedule.
Remote Working: Enable carers to work from home, either part-time or full-time, to reduce commuting time and provide more flexibility.
Adjusted Workload: Modify the carer's workload to make it more manageable alongside their caregiving duties.
Time to Access Support Services: Allow carers to take time during the workday to access support services, many of which are available from 9 am to 5 pm.
Regular Breaks in Meetings: Schedule regular breaks during long meetings to give carers a chance to check in on their caregiving responsibilities.
Option to Join Meetings with Camera Off: Allow carers to join virtual meetings without using their camera, helping them manage distractions at home.
Allowing Phones in Meetings: Let carers keep their phones with them during meetings in case they need to respond to urgent calls.
Providing Meeting Notes or Recordings: Offer to provide notes or recordings of meetings for carers who cannot attend, ensuring they stay informed without added stress.
Caring can be time-consuming and overwhelming, so any support you can provide by directing carers to internal or external resources will be greatly appreciated.
Internal Support Options:
Employee Assistance Programme (EAP): Make sure employees know about your EAP services and how to contact them. An EAP can provide confidential counselling and support services for carers to help them manage stress and emotional challenges.
HR Support: Encourage carers to speak with the HR team to learn about available resources, policies, and any specific support for carers.
Peer Support Groups: If you have internal peer support groups available, make sure employees know how to access the meetings, how often they meet, etc.
External Support Options:
Carers UK is a national charity providing information, support, and advice to carers. They offer a helpline and online resources to assist carers in managing their responsibilities.
Local Carer Support Groups: Many communities have local organisations that offer support groups, workshops, and practical assistance to carers. Carers Trust provides a postcode finder to locate them.
NHS Carers Direct provides comprehensive information and advice on all aspects of caring, including financial support, health and well-being, and legal rights.
Many of these services operate during working hours, so it's helpful to provide flexibility for carers to make calls during work and make up the hours later. Offering a quiet space for carers to use the phone or allowing them to keep their phones nearby for important callbacks can also be very beneficial.
If your colleague is caring for someone who is disabled, ill or elderly, they are entitled to a carer’s assessment by their local council or trust.
If the council decides that the carer has eligible needs, the council has a legal obligation to meet these needs if the carer wants them to. Some councils and trusts in England, Wales and Northern Ireland charge for carers support.
If they do, then they carry out a financial assessment to decide what, if any, contribution they charge. Carers in Scotland are not charged for support provided by the council.
As a line manager, it's important to check in with carers regularly, even if you don't fully understand their experiences or can't offer solutions.
Some questions you could ask:
How are you managing your work and caregiving responsibilities?
Is there anything specific that’s particularly challenging for you right now?
Are there any adjustments or support that would help you balance your work and caregiving better?
Would you like to discuss any resources or support options available within the company or externally?
Next steps
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Speak to your HR team about what support is available for employees with caring responsibilities. For example, policies, paid or unpaid leave, flexible working, staff networks or an Employee Assistance Programme
Arrange a time to speak with the employee. Find somewhere that is quiet and private, and a time where you don't need to rush off. Discuss their support needs and document any next steps or actions to take.
Familiarise yourself with the Carers Signposting section. You may want to offer to go through this together.
Keep the conversation going. It is likely you will need to keep talking about the employee’s support needs, or make changes based on their circumstances.
