Supporting carers

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.

 

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.

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.

If someone has been suffering from an incurable illness, such as dementia, their family may begin the grieving process long before the actual death takes place. They will need the same sort of consideration and support as they go through this pre-bereavement period as they will later on when the person has died.

The law gives employees the right to ask for flexible working once they have been employed for 26 weeks. To make it work as well as possible for everyone, you may find that it is best:

• To try out a plan and see how well it works
• Review it and discuss if you need to change it
• Keep this conversation going.

Be prepared for a carer to need occasional leave for emergencies, for example if care arrangements break down unexpectedly.

If the person being cared for gets worse, or is about to die, they may need to spend time in hospital or in a hospice. This may change the carer’s practical role, but they will still need time to play their part.

For example, they may need to join in meetings with the professional staff looking after the dying person and they may want to spend as much time as they can with that person. Speak with your HR team to understand your policies on flexible working.

It may be agreed that the best way to help the carer is by providing services directly to them, by providing services to the person they are looking after, or a combination of both.

Practical help available directly to a carer might be:

• Help with transport costs, such as taxi fares or driving lessons
• Costs for a car where transport is crucial, such as repairs and insurance
• Technology, such as a mobile phone or computer where it is not possible to access computer services elsewhere
• Help with housework or gardening
• Help to relieve stress, improve health and promote wellbeing, such as a gym membership.
• Help available through a carer’s assessment to the person being looking after might be:
• Changes to their home to make it more suitable
• Equipment such as a hoist or grab-rail
• A care worker to help provide personal care at home
• A temporary stay in residential care/respite care
• Meals delivered to their home
• A place at a day centre
• Assistance with travel, for example to get to a day centre
• Laundry service
• Replacement care so the carer can have a break.

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.

Find a downloadable version on the Gov UK website.

If your colleague is spending 35 hours or more a week on caring they may be eligible to claim carer’s allowance. There is a cap on how much they can earn and still qualify, but this is an option you might want to discuss, especially if your colleague is having to reduce their working hours.

If your employer is signed up to an EAP, staff will have free access to a 24-hour confidential helpline offering information and advice. Some EAPs offer advice on issues such as care for older people and financial issues. Your HR team will know the details of what is available.

To be able to best support your colleagues, check with your HR team about what policies are in place and what benefits are available from your employer for someone who is a carer.

1. 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
2. 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.
3. Familiarise yourself with the Carers Signposting section. You may want to offer to go through this together.
4. 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.