Session 4: Supporting carers in the workforce

Figure 4.4 Michael (Library image)

Michael is 49 and a skilled mechanical engineer. He has worked for the same Aberdeen-based construction company for the last 20 years. For the past four years Michael has been caring for his wife Linda, who was diagnosed with multiple sclerosis in her early 40s. As Linda’s condition became more serious and she required more care, Michael found that coping with the household duties and caring for Linda, as well as fulfilling his role at work, was becoming increasingly challenging.

For a while Michael didn’t want to raise the issue at work and continued to juggle his responsibilities without asking for any kind of support or speaking to anyone about the impact that caring was having on him. He didn’t actually think of himself as a carer – he ‘was just helping to look after his wife – as anyone would do’. He found it a very stressful and tiring time but continued to work as normal, and if he ever needed to take Linda to hospital or for an appointment, he would use annual leave to take a morning or an afternoon off work, but also worried about doing this, especially if it was at short notice.

Michael is part of a small team of highly skilled and experienced engineers, each with an important part to play in the company. Sometimes he and his colleagues are required to travel beyond Aberdeen to work on site at developments across the North East of Scotland, if necessary including overnight stays. Eventually, Michael felt he had to speak to his senior manager about the impact his caring role was having on him and his ability to continue in his current role at work. His manager and colleagues knew Michael’s wife was unwell, and although they saw he was clearly tired, had assumed he was coping and everything was under control.

After a discussion with his line manager, Michael and his colleagues were asked to a team meeting to talk about how best Michael could be supported to balance his work and caring responsibilities. The company was keen to retain a valuable member of staff and wanted to ensure that the team was involved in any decisions around this.

The company didn’t have any formal flexible working policies in place but were happy to accommodate any times when Michael might need to alter his hours to come in or leave a bit earlier or later if necessary. They also assured him that he’d be able to take time off for hospital appointments or emergency situations. The team were similarly happy to support Michael as a colleague and have agreed an arrangement that means he does not have to work away from home.

Being able to work more flexibly has been a tremendous help to Michael who, as a result, feels less stressed and more able to cope. Equally important is knowing that the company understands about his caring situation and supports him.

Recognising that Michael’s situation may be one that others in the organisation could experience, the company is now looking at how it can develop its support to carers in the workforce:

Figure 4.5 Veronica (Library image)

Veronica is 55 and has been caring for her husband, who has a long-term condition, for nearly 25 years. At first she didn’t realise she was a carer and was working in a senior nursing role, managing full-time work and three young children alongside her caring role. She went down to part-time hours and gave up her senior post. Giving up work was not an option as she was the main breadwinner for the family. As the kids got older she got the opportunity of a promotion and started progressing her career again. She developed coping strategies for managing lack of sleep and other impacts of caring. Veronica never took leave as a result of her caring role, and she feels she probably overcompensated so there would be no impact on her work. She reckons her experience managing her caring and working roles has made her more resilient.

While in a subsequent full-time post, her parents’ health began to deteriorate and Veronica recognised they needed additional support. She took on this responsibility ‘automatically’ as she was the closest family member and had experience of caring both at home and at work. This time she reduced her work hours with full support from her employer, who had an understanding of carers’ issues. She feels very supported in her current NHS role, which accommodates flexible working. Veronica can work from home when needed and at times that suit her, even if this is in the evening. It means she is better able to manage her increased caring role, particularly around emergencies.

Having a career is important to Veronica and she feels that if/when her caring role ends she still wants to be part of the workforce and society. It’s important for her self-esteem, as well as for financial reasons. It has made a huge difference working in a carer-aware workplace and Veronica now realises how much stress she had been under earlier in her career and how it would have made a difference to her to have support at work.

The Scottish Court Service (SCS) has developed and embedded a culture of support for carers working within the organisation.

In 2001 SCS formed an internal working group of staff with significant caring responsibilities to look at the demand for additional support for carers within SCS, and to develop best practice among UK employers in supporting carer employees.

Since this time SCS has progressed a number of elements to support staff who have caring responsibilities. This demonstrates commitment to carers in the organisation and reflects a positive approach to overall carer well-being.

Key elements of this support include:

1. Identification of carers

Carers within SCS can apply to be included on a ‘Carer Register’: 14% of SCS staff are currently on this register. Apart from being able to access particular benefits, this means that if a member of staff moves to a new department, the new line manager will be aware of their caring responsibilities.

2. Policy

SCS has a standalone carer policy which includes a clear definition of a carer and what carers should expect from the SCS. This includes provision for paid compassionate carer leave. Other relevant policies, such as part-time working and flexible hours, also enable carers to benefit from working hours which suit their caring situation.

3. Practical support

Joining the carer register brings benefits such as financial support for respite care; interest-free loans to purchase specialist equipment; and paid special leave for caring commitments. Staff can also access a free confidential Employee Assistance Programme (EAP), which provides advice and support on a wide range of issues relevant to carers, such as legal and financial, as well as provision of counselling where appropriate.

4. Communication and awareness raising

All relevant policies and supports are communicated extensively to staff via a number of mechanisms, including the SCS intranet, staff handbook, staff circular, posters, and both internal and external booklets (including one for prospective applicants). These help to promote awareness of the carer policy and register, which are also covered in training for line managers. The carer intranet page also includes useful links to external organisations that carers across the SCS may find useful.

5. Peer support

SCS has a Carer Contact Team which provides valuable support to staff, giving carers the opportunity to speak to someone about their caring responsibilities and acting as a stepping stone between staff and management or HR as appropriate. Each member of the carer contact team brings the knowledge and experience of caring for someone at one point in their lives.

The team also organises a Carer Conference every two years, which all staff on the carer register are invited to, along with the person they care for. These are introduced by the head of the SCS and include sessions on depression, manual handling, the EAP and stress management. Suggestions are also sought from carers on how support can be improved. As an outcome of suggestions at a previous conference for example, SCS staff can now access the provision of free Powers of Attorney.

The contact team was also instrumental in producing a DVD promoting carers in the SCS. This features an introduction from the Chief Executive, presentations from the Director of HR, the chair of the trade union and a carer, and portrays a work-based scenario featuring a typical conversation between a carer and his/her manager. Copies of the DVD were circulated to all senior managers and can be viewed on the SCS carer intranet page.