Pukka Herbs on Employees who are carers

Does your company have a policy or arrangement in place that allows for carers to balance work with their care responsibilities?

No

One of our stated Pukka Values is to be open and we foster a culture whereby individuals can discuss their personal circumstances with their line manager or the People Manager. New team members are introduced to our values and policies as part of their induction programme. We understand that team members have responsibilities outside of their employment and if time off work is required for this, we try to accommodate it and have done so, despite not having a formal arrangement. For longer term caring responsibilities, employees may request flexible working through their line manager and this will be considered and granted if possible. A formal policy covering this is currently in draft form. Our sustainability introduction to new team members includes our commitment to supporting a work-life balance and the possibility of flexible working to balance work with care responsibilities.

Changing demographics and an ageing population mean that some six million people in the UK are caring right now and this number will grow. A carer provides unpaid support to a relative, partner, friend or neighbour who is ill, frail, disabled. Anyone may become a carer, at any time. Indeed, one problem is that many people do not identify their own caring role because, first and foremost, they are a husband, wife, partner, parent, sibling or friend.

Balancing multiple responsibilities inside and outside the workplace, however, may impose great pressure on the carer, even with support. In the UK, 1 in 5 carers give up work completely so as to care full time. Carers who provide high levels of care are also twice as likely as non-carers to have health problems themselves. Those providing care over a long period are at particular risk of poor health and those caring over 20 hours a week are more than twice as likely to have mental health problems. (See Facts About Carers).

Supporting carers in the workforce need not be difficult, disruptive or expensive. Many develop new skills that actually benefit their employers, such as good time management, competence in handling unexpected situations and developing strong empathy and communication skills. Carers are likely to need a range of support, though, at different levels at different times. Small but thoughtful changes, such as access to a telephone or a private space to check on the person they are looking after, can make all the difference both to the carer and to the business. Alternative work patterns and/or other flexible working practices can also be helpful in addressing the range of individual circumstances. Paid leave (for both emergency and scheduled caring) or a sabbatical may help carers to balance their responsibilities. Such a policy may incidentally also lead to a reduction in general staff turnover and absence, improved productivity and a reduction in staffing costs. In many cases these are temporary arrangements but if caring is judged to be a long-term commitment, it might be necessary to consider a job move or a job share.

While childcare responsibilities are for a fairly standard period, with recognised milestones, caring is more complex and unpredictable. The circumstances may occur gradually or as a sudden emergency, the responsibilities may be short or very long term and they may be deeply distressing for all those concerned. Individual support for carers therefore needs to be tailored to fit personal requirements within reasonable work parameters. In larger companies, a review may be through a workplace audit or a regular job assessment but in smaller companies a one-to-one discussion may be sufficient. Since April 2007, carers in the UK have had the right to request flexible working but evidence suggests that awareness of this right is still relatively low. The Equality Act 2010 includes important provisions to extend protection against discrimination and harassment to people who are 'associated with' a disabled person, in effect giving carers rights in the workplace and as recipients of goods, facilities and services.

However, it is not only carers who need support. Managers and colleagues, also, may face challenges in balancing the needs of the carer, the business and the work team. Often the first step is for a company simply to recognise that caring is an issue, particularly as so many carers don't identify themselves as such. It can be a hidden cause of stress, poor performance, absenteeism or early exit. It is relatively simple to obtain information from staff about their care problems, for example, by posting something on the office notice board or adding a link to the company's intranet. Beyond this, employers might also consider specific training for managers.

By putting appropriate policies and arrangements in place, a business can support and retain carers on its staff, with significant practical benefits to the organisation as well as to the individual. Benefits to a business may include:

  1. helping to retain existing, experienced staff;
  2. removing the costs of recruitment and training;
  3. reducing sick leave and absenteeism; and
  4. increasing morale and productivity.
Carer

'Carers' are employees with significant caring responsibilities that have a substantial impact on their working lives. These employees are responsible for the care and support of disabled, elderly or sick partners, relatives or friends who are unable to care for themselves or require consistant support.

As an organisation, you might find it helpful to have your own definition of carers. This is particularly useful if you are looking to develop a specific carers policy. It can also help when distinguishing between the needs of those with caring responsibilities and those with childcare responsibilities.

Answering YES

All Businesses MUST

Describe the policies or practical arrangements they have in place to support carers (e.g. flex-work and part-time work, paid & unpaid leave, advice & information, peer mentoring and support)

Show how they have identified employees who are carers and assessed their needs (e.g. through staff surveys, focus groups, workplace events, learning and development, training etc)

Explain how they determined the best response, taking into consideration the implications for colleagues

State how they respond flexibly to carers’ changing circumstances and what provision exists for emergency situations

Explain how often the policies or practical arrangements are reassessed

All Businesses MAY

Describe the impact of their policies or practical arrangements (e.g. provide take-up statistics etc)

Explain if any of their policies and practices are extended to freelancers and/or sub-contractors etc

Answering NO

All Businesses MUST

Explain why they do not or cannot answer YES to this question, listing the business reasons, any mitigating circumstances or other reasons that apply

All Businesses MAY

Describe any applicable practices, even if they were not developed specifically to meet the needs of carers

Mention any future intentions regarding this issue.

Answering NOT APPLICABLE

All Businesses MUST

Confirm that they are made up of directors only and/or have no employees

All Businesses MAY

Explain if any policies and practices on carers are extended to freelancers and/or sub-contractors etc

DON'T KNOW is not a permissible answer to this question

Version 1

To receive a score of 'Excellent'

Support for carers in the workforce is a strategic issue

e.g. Structured and considered practices to support carers in the workforce, balanced with appropriate support for their colleagues
e.g. Staff fully engaged
e.g. Procedures in place to assess,support and reassess needs of individual carers
e.g. Managers specifically trained to support carers
e.g. Working with outside organisations to develop ways to support carers
e.g. Cited as example of good practice by other organisations

To receive a score of 'Good'

Informed approach to carers apparent

e.g. Clear policy within the organisation to support the needs of carers
e.g. Staff fully engaged
e.g. Procedures in place to assess, support and reassess needs of carers, balanced with appropriate support for their colleagues in the workforce
e.g. Managers trained to support carers

To receive a score of 'Okay'

Support for Carers is ad hoc (but willing) or statement of ‘no employees’

e.g. Have general arrangements for flexible working that easily can be adapted for carers
e.g. Statement of ‘no employees’

To receive a score of 'Poor'

The business acknowledges performance below expectations

e.g. Statement of future intent to improve
e.g. Not recognised as business issue

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