Of course, not all employed caregivers are affected to the same degree or in the same way. Data from StatsCan suggest that, on average, care providers report the same levels of stress and life satisfaction as those not providing care. However, some caregivers experience higher levels of caregiver strain, which can have detrimental effects on their health and well-being. A recent academic report funded by Human Resources and Social Development Canada notes that caregivers who are in poor health themselves and have limited financial resources, little or no flexibility at work, and minimal support from others while providing significant amounts of care are most likely to experience serious adverse effects on their physical and mental health.
But why should employers care about the needs of employees struggling to balance work and eldercare? Aren’t family issues the employee’s problem?
Employers may want to reconsider that perspective. Research by Dr. Linda Duxbury of Carleton University and Dr. Chris Higgins of The University of Western Ontario estimates that the direct and indirect costs of work/life conflict to Canadian organizations range from $6 to $10 billion per year. It also finds that employees with high levels of caregiver strain are 13 times more likely than those with low levels of strain to miss three days of work or more within a six-month period due to eldercare problems, and are 1.8 times more likely to be absent because of the emotional, physical and mental fatigue associated with providing care. Many employers are finding it difficult to attract and retain workers—particularly as the baby boomer generation moves closer to retirement. Offering family-friendly benefits within a supportive workplace culture can be a major driver of employee retention.
What strategies should an employer establish to help employees? Using data from a StatsCan survey, Wendy Pyper of the Labour and Household Surveys Analysis Division identified a “wish list” of supports for employee caregivers. Occasional relief was the support most frequently mentioned at all levels of caregiving, and was mentioned by eight out of 10 high-intensity caregivers. Having flexible work arrangements was also identified as critically important, particularly for caregivers who work long hours. Financial compensation was mentioned by more than half of high-intensity caregivers.
Clearly, programs that address caregivers’ wishes will be more successful at reducing workplace absenteeism and employee stress, and improving retention. However, when a Commerce Clearing House survey asked U.S. managers to rank the effectiveness of a variety of work/life programs in controlling employee absences, they often ranked the programs offered least often by their organizations as the most effective strategies, suggesting that many may be wasting resources on programs that are less effective in achieving their goals.
In general, organizations need to ensure that they are clearly communicating the benefits offered to their employees. To successfully introduce and sustain flexible work arrangements, they may also need to introduce new performance measures focusing on objectives, results and output, rather than on work hours and presence.
Gillian Joseph is a research associate with the Centre for Families, Work & Well-being at the University of Guelph. gjoseph@uoguelph.ca
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