Supporting aged workers who provide care for others
By: Mary Breheny and Rachel Harris
New Zealand has a high rate of employment among older people and with skills shortages across the country, it is important to ensure they are supported so they keep working. This includes recognising that many aged workers are providing care for others outside of work.
Juggling work and caring responsibilities can be challenging and to ascertain what type of support this sector of the workforce needed, Mary Breheny and Rachel Harris conducted two studies:
Study one involved interviewing eleven people over 55 who worked a minimum of 20 hours per week and were caring for a family member. Six were caring for adult children with disabilities and five for mothers or mothers in law. The interviewees were ten women and one man and were split between self-employed and employee. This study is ongoing with follow up interviews every six months for the next two years.
The initial findings found the type of support they needed most was:
Supportive co workers – co-worker and manager support was crucial. One interviewee described how knowing her team were supportive allowed her to regularly contact her daughter from work: “I could chat to her, and the people around didn’t mind because they understood, they were kind people.”
Informal support – was also important allowing to carers to openly discuss their responsibilities with others and knowing colleagues would respond positively and flexibly to situations as they arose. Working carers appreciated workplaces and colleagues that acknowledged that family came first.
Study two focused on the experience of support for working carers before and during COVID-19 lockdown. Ten people caring for a family member or friend aged 65 were interviewed with six working full time and four were working part time. The results indicated they needed:
Flexibility and reciprocity – participants described their teamwork culture and informal networks as the main source of support that made them feel like a vital part of a supportive team. The interviewees were keen to demonstrate a strong work ethic and maximise their availability when possible so they could request flexibility when needed.
Supportive management – working carers were particularly grateful when their managers supported them and one participant stated “…my boss, her Dad was in a rest home and he died recently…So it would be 100 percent fine if I needed to shoot out and do something, I would totally have the ability to do that.”
Separating work and care – some working carers reported that their manager had no awareness of their situation and that was perceived as lack of interest. For others it was part of a wider workplace culture promoting a clear delineation between work and personal life.
Role modelling combining work and care
In the studies they also talked to carers who were managers and they had concerns around juggling paid work and care and that they may not be setting a good example for employees. One participant saw her own behaviour as setting a standard or model for the rest of the staff to follow, and felt leaving work unexpectedly was not the right example to set.
This highlighted that there were still traditional views around the right type of employee behaviour (regular work hours, total focus on work) and that irregular hours might encourage flexibility, which was viewed as sending the wrong message.
Alternatively, managers could see have viewed this as an opportunity to prompt conversations around flexible working arrangements and a commitment to both paid work and caring.
Starting conversations around work and care
The studies found some employees were concerned about raising care responsibilities with their managers and that it might undermine their perceived commitment to their work or their career advancement.
A first step to addressing these issues is to start conversations about care in the workplace. Managers who take the lead in this type of communication demonstrate commitment to their employees and concern about their lives outside of working hours. This can build a foundation for arrangements that support all members of the team.
These conversations should be built on positive recognition that providing care is a valuable contribution to society and a likely outcome for part of most people’s working life. The wisdom, experience and work ethic that aged workers offer in light of skills shortages and ongoing restrictions around immigration means modelling flexible and trust in the workplace will keep them working longer which is good for your business.
Adapted from an article from Mary Breheny and Rachel Harris