As the number of employees juggling the care of an older loved one rises, these working caregivers are increasingly torn between the needs of their families and obligations to their employers; while employers struggle to understand the needs of these employees in order to maintain the highest organizational productivity. Unresolved eldercare issues culminate in lost productivity.
Providing elder care can be an unexpected rollercoaster of physical, emotional, and financial drains. It is this complex and unpredictable rollercoaster that exemplifies the need for companies to be aware of and prepared for the needs of employees providing care.
The most common changes that employed caregivers make include: coming to work late/leaving work early; taking unpaid leaves of absence or using personal or sick days to provide care; refusing relocation or work-related travel; and refusing overtime work or new assignments. If employers want to sustain a healthy work environment and the highest level of productivity, they need to support family-friendly policies that include elder care (1).
The most common needs for working caregivers are flexibility in work schedules, information about services and aging in general, support from coworkers and supervisors, and help in making decisions about care options and related issues.
Workplace initiatives enhance worker recruitment and retention, improve workplace morale and satisfaction, and increase employee productivity, efficiency, and effectiveness. Workplace culture can have a significant affect on the perception and utilization of elder care programs. It is essential for the culture to support elder care programs, benefits, and policies in order for them to be fully accessible to those in need. Effective workplace programs include (2):
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Flex-time and place.
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In-depth information about community resources, health, and aging on an ongoing basis and in a format that minimizes time required to assess and use resources.
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Professional assistance to help employees make decisions about service options, eligibility, and choices.
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Referrals to elder law professional and services to assist in processing insurance paperwork.
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Care management services for helping design care strategies that are acceptable and appropriate for the care recipient and family caregivers.
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Program policies that respect the privacy of employees and minimize the time required during work hours.
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Programs that reflect the changing cohort needs over time, and new and emerging issues related to a changing workforce.
These dimensions, however, are not inclusive of all the options, resources, services, and benefits that can easily be incorporated to further enhance eldercare programs. As employers’ stake in the older adult population increases, Human Resource managers can help their companies by getting an overview of their employees’ current and future elder care responsibilities and then choosing the right mix of benefits and services to help their workers meet those needs.
For more information please visit http://www.eldercareeducation.com or contact Kate Sandker at (513) 731-5400 or kesandker@eldercareeducation.com .
1. Yandick, R.M. (2001). Elder care grows up. HR Magazine, pp.72-77.
2. Wagner, D. L. (2003). Workplace programs for family caregivers: Good business and good practice. Family Caregiver Alliance: San Francisco.
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