Danger Ahead! Work & The Caregiving Dilemma

After years of historic gains in the workplace, there is more and more data suggesting that women are leaving the workforce in record numbers. Bloomberg reported that, "In August and September [2020], more than a million people dropped out of the workforce. Eighty percent of them were women." CNN found that the "U.S. economy lost 140,000 jobs in December [2020]. All of them were held by women." I've known about this conundrum for a while; I've seen the data and I've heard the stories...but it never really sank in until COVID-19 hit my household.

With both kids quarantined at home, I've been running up and down the stairs; disinfecting stuff; cooking; cleaning; going to the store; taking out the dog; emptying the trash cans; taking temperatures and dispensing meds; negotiating with non-compliant patients; checking schoolwork; running errands; washing/folding clothes; cancelling activities/appointments; and more. Additionally, my aging father and in-laws call everyday with different needs. By the time I get finished doing all of these things, it's 11:00pm, my body is sore, and I'm exhausted! Work? Once again, I'll try to catch up tomorrow...

Who is a Caregiver?

Deborah Raines of the Honor Society for Nursing, says “a caregiver is a broad term for any person who provides assistance for another person who cannot live independently due to developmental, physical, emotional or psychological needs. Examples of caregivers are prevalent in society: Parents are caregivers to children, children are caregivers to elderly parents, and physicians and nurses are caregivers to patients. Caregivers may have specialized training and the caregiver role may be paid/for hire or volunteer.”

While I started this blog with data about females, more young men (age 18 to 49) are serving in a caregiving capacity than ever before. COVID-19 has presented us with a dilemma that we can no longer ignore. Many people have been in my shoes where I've traveled for work over the last decade and caregiving conveniently fell on someone else. However today, "honest" professionals are forced to reduce their hours, switch to a less demanding position, or take a leave of absence. I'm careful with the word "choice" because making a choice implies that one makes a decision with two or more possibilities. Certainly, single parents, grandparents, people with disabilities, caregivers, and I did not choose to be in this position. Life happened and I had to work with what I had.

Unfortunately, some of you reading this may listen to what I'm saying but like I used to be, you can't really understand because you haven't experienced it. I'm not sharing this story so you can show sympathy towards me-- I don't need it. Lord willing, I will be done next week. However, I hope that you can empathize with the millions of others who do not have a voice, nor do they foresee an end to their dilemma. This presents a real challenge for employers around the world. On the one hand, companies are touting their advancements in Equity, Diversity and Inclusion. Conversely, the number of women in key positions is spiraling downward. If we continue along this trajectory, danger is ahead.

What could go wrong, Leah?

Well, let's see...For one, we haven't quite pivoted to the Next Normal and the workplace is continuing to evolve at a rapid rate. There may be a considerable cost to reskilling and upskilling workers who have lost time due to caregiving, which means that some of these workers may have to start at the bottom again. Second, there is an impending skilled labor shortage globally. When you factor in an aging workforce, losing a talented caregiver at this point can be disastrous for a company's succession plan and pipeline. It can also increase turnover costs. Third, companies who have trouble including caregivers now, will lose the race against time. Competition is heating up because some of the people who have lost jobs and/or businesses during the 2020 recession are starting new and resourceful enterprises. Additionally, tech-driven mega-mergers are disrupting traditional operating models. Fourth, mistakes, workplace accidents, or work-at-home injuries can increase due to exhausted and burnt out employees. Finally, service-oriented organizations run the risk of disconnecting from stakeholder needs. In extreme cases, some enterprises will operate in a pre-COVID environment, thereby experiencing a significant loss of credibility and relevance because they can not empathize with this dynamic identity group.

How can we address this dilemma?

1. Acknowledge that "caregiving" may have been overlooked in your traditional Equity and Inclusion efforts. Also, identify any stereotypes that may exist about caregivers. For example, assuming that all caregivers are women; assuming that caregivers should prefer to spend time with their families; or assuming that caregivers are less reliable than other workers.
2. Search for truth within your organization. Don't just take my word for it; create a comprehensive, anonymous survey to examine the needs, barriers, and concerns that caregivers face. Define the term "caregiver" and ask questions such as: Have you served as a caregiver in the last year? Did your supervisor know about your caregiving responsibilities? If not, why? How can our organization create a culture that supports caregiving?
3. Evaluate job descriptions, as well as employment policies regarding caregiving, time-tracking, leave requests, and telework. Based on the survey data, determine which policies are necessary, and which procedures should be temporarily or permanently updated.
4. Recognize the nuances between the different types of caregivers. For example, someone who is caring for an aging parent may have needs that are divergent from a person who cares for a spouse or an adult child. Likewise, in some cultures, caring for parents is expected but more challenging in an age of social distancing and travel restrictions. Alternatively, someone who cares for aging parents (and/or in-laws), as well as grandchildren, nieces/nephews, or other young adults may have more complex needs.
5. Train supervisors in the best practices for workers with caregiving responsibilities, as well as provide education about how to spot burnout and changes in behavior. Training should provide understanding that every employee will not feel comfortable sharing their personal traumas. Communication, empathy, and perspective-shifting are all 21st century skills that will come in handy.
6. Optimize temporary work assignments and/or flexible career paths. Explore non-traditional approaches to retention such as offering part-time work or flex hours; work-from-home arrangements; job-sharing; paid leave; and compressed work weeks, to name a few. Additionally, employers should have an appeals policy in the event that a leave or accommodation request is denied. In order to foster supervisory buy-in for such a policy, there must be a proactive plan that incorporates more technology, shift substitutions or other interventions. Create a fast-track program to reskill and upskill those who have lost time from caregiving. Finally, if someone is not ready for a promotion or key assignment at this time, revisit it later.
7. Develop professional networks for peer support through referral partners, resource groups, and peer coaching. There are numerous studies showing that caregiving can have negative health and emotional impacts. Direct workers to resources such as Employee Assistance Programs to prevent unintended accidents and stress at work.
8. Don't leave men out! According to a Caregiving in the U.S. 2015 survey, 40 percent of family caregivers for adults are men, which equates to 16 million male family caregivers in the United States. Further, men may have increased responsibilities around the house to support a primary caregiver, or some guys just have great ideas based on previous experiences. Actively seek their input. Nevertheless, don't engage men at the expense of women-- keep your efforts balanced.
9. Track the data to evaluate whether things are improving or changing. Ensure that a disproportionate number of females are not terminating or transitioning to different roles. Likewise, make sure that there are not racial/ethnic disparities in the application of caregiving support, resources, and accommodations. Also, watch out for an increase in discrimination or retaliation complaints.

This dilemma has the potential to create a bottleneck at the wrong time-- when most employers arrive at the Next Normal, and expectations for speed and inclusive leadership are at their peak. Be proactive. Tackle this dilemma as if your future depended on it.

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Leah Smiley, CDE, is the President of the Society for Diversity, the #1 professional association for Equity, Diversity and Inclusion. For more information about the Society for Diversity, visit www.societyfordiversity.org. To learn more about Caregivers and people with disabilities, get your team certified. Find details at www.diversitycertification.org.