An ageing UK population combined with other socio-demographic factors have led to unpaid carers being one of the fastest growing demographics within the UK working age population. However, carers are less likely to be in paid employment and less likely to work full-time than the rest of the population, according to research by the Institute for Employment Studies (IES). 

The Carers Trust definition of a carer is anyone who provides unpaid care to a family member or friend “who due to illness, disability, a mental health problem or an addiction cannot cope without their support.” It does not include parents caring for children, unless the child has a long-term condition or disability.

A range of barriers including a lack of time and a lack of control over their own time mean carers often need to reduce their hours, take jobs that are less demanding or leave the labour market altogether.

Yelena Travis-Powell BEM said: “Women are more likely to provide unpaid care than males in every age group up to 80-years old. Unpaid caring responsibilities have disastrous implications for an already sluggish UK economic growth with a disproportionate burden of traditional domestic duties being borne by women. These all have further compounding implications for access to work, progression for employees and retention for employers.

"These extra responsibilities combine and in turn contribute to larger gender and pension pay gaps, as well as differences in wealth between men and women. But there’s much that employers can do to support employees who juggle work with caring responsibilities.”

Businesses already face certain legal responsibilities when it comes to employees with caring responsibilities:

Carer’s leave: Since April 2024, employees have had a statutory right to up to one week’s unpaid carer’s leave in each rolling 12-month period to provide or arrange care for a dependant with a long-term care need. Alex Elliott, Solicitor in the Employment Team at Birketts LLP, explains: “Carer’s leave may be taken in half-days or whole days, consecutively or non-consecutively. It is subject to notice requirements and employers may postpone the leave by up to a month where they reasonably consider that the operation of the business would be unduly disrupted. 

Time off for dependants: Employees are entitled to reasonable unpaid time off for dependants, for a range of reasons including when a dependant falls ill or gives birth, when arrangements for the care of a dependant fall through. Employees must inform their employer as soon as reasonably practicable of the reason for their absence and, if possible, how long they expect to be away from work. 

Flexible working: All employees have a right from day one to request flexible working for any reason. A flexible working request may relate to permanent or temporary changes to an employee’s terms and conditions of employment in respect of the hours of work, the times they are required to work and the place of work. Employers have a two-month period to consider a flexible working request. Requests may only be refused on one of eight specified grounds set out in the legislation. 

Equality Act 2010: While carers are not specifically protected under the Equality Act 2010, employees can bring certain claims based on associated discrimination at work. For example, an employee may be able to bring claims under the Equality Act if they are treated in a discriminatory manner on the grounds that they care for a disabled or elderly person in their personal life.

But experts agree that there are significant benefits to supporting staff beyond the letter of the law.

Freeths Employment Partner Laura Tracey warns that while employees can take the benefit of carer’s leave and request flexible working to help accommodate their caregiving responsibilities, they may hesitate to use these arrangements if they fear repercussions or a lack of support from their employer. 

“Creating a supportive workplace culture is crucial,” Tracey says. “Fostering open communication with employees about their caregiving responsibilities and showing empathy and understanding is likely to go a long way.” Similarly, establishing dedicated groups or networks for carers can also provide a platform for sharing experiences and mutual support, further demonstrating the employer’s commitment to their well-being, Tracey adds

Although statutory leave schemes set out the minimum requirements, employers may implement more generous carer-friendly policies, for example, to allow more flexibility in applying for and taking leave or even introducing a paid scheme, Elliott says.

“Clear and proactive flexible working policies that offer genuine flexibility around hours, schedules and remote or hybrid working would help carers to feel more supported without the need to make a formal flexible working request. When a request is received – whether formal or informal – employers should start with a positive perspective, seeking to overcome any potential issues and working with employees to find a solution that works for all parties,” Elliott adds.

Managers should be trained to encourage open dialogue with carers and ensure that any issues are handled sensitively and consistently. Larger employers could also encourage employee carers’ networks and offer support through employee assistance programmes. 

Mark Gallagher, Senior Associate at Han Law co, says employers should extend a duty of care to employees who need leave for caregiving – through regular contact, sympathetic listening, and making the employee feel welcome to return when ready, and informed about team and business changes. 

“Regular monthly check-ins should be made to help assess their well-being, discuss challenges, and address work-related questions and future plans. Employers can also offer bonuses, access to workplace perks, or invitations to social events during their leave,” Gallagher says.

Mohit Sharma, a Senior Consultant in Deloitte’s Consulting business, cares for his father who has multiple sclerosis, requiring him to be on hand to provide care throughout the day – from ensuring medication is taken to cooking a meal. 

“The challenges this creates from a work perspective is balancing my workload with my caring responsibilities. I sometimes find I compare myself to my colleagues who perhaps don’t have such a responsibility, and this can often lead to me overcompensating to ensure I am doing as much as the next person,” Sharma explains.

Sharma says he felt a sense of relief when Deloitte announced it was introducing new working policies, including five days of paid leave for long-term carers. “It was great to feel recognised and understood. Flexible working means that I can be there for my dad. A knock-on effect of being more present for my dad is that it also gives my mum a break from caring at times so we can share the load more equally as a family.” 

His advice to anyone who feels they may even remotely fall under the bracket of being a “carer” is to reach out. “Deloitte’s Working Families Network is a supportive community. The firm also has a large network of understanding people who can help assist you whether your caring responsibility is short or long-term. The biggest issue is that many people do not self-identify as a carer.”

Further resources

• Find out more about Carers Week
• Access a range of resources aimed at carers from caba, the charity that supports ICAEW members.