Across Canada and beyond, more employees are quietly carrying a second job, caregiving. They are helping aging parents get to appointments, managing medications, checking in on loved ones after a fall, supporting a spouse with health issues or balancing the needs of children and older family members at the same time. In many cases, they are doing all of this while trying to meet deadlines, attend meetings and stay fully present at work, often with demanding employers.
For employers, this is not a side issue. It is a workforce issue. When caregiving responsibilities go unsupported, stress rises, burnout follows and valuable employees may begin to step back, reduce hours or leave altogether. Skilled workers at any level are becoming increasingly difficult to find and retain. The good news is that there are meaningful ways workplaces can respond.
First, flexibility matters. Not every caregiving challenge can be scheduled neatly outside business hours. Medical appointments, urgent phone calls, home care disruptions and unexpected crises rarely happen at convenient times. Offering flexible start and end times, hybrid work options, remote work where possible and room for occasional schedule adjustments can make a significant difference.
Second, employers should focus more on outcomes and less on visibility. Too many workplaces still reward the person who is always seen, always online or always available. That model disadvantages caregivers, even when they are highly productive. Measuring performance by results rather than by face time creates a fairer and more realistic environment.
Third, normalize conversations about caregiving. Many employees stay silent because they worry they will be seen as less committed. That silence helps no one. Leaders can set the tone by acknowledging that caregiving is a common part of life, not a private weakness or a distraction from “real work.” When employees feel safe speaking honestly, problems can often be addressed before they turn into burnout or resignation.
Fourth, offer practical supports where possible. This might include caregiver leave policies, an internal caregiver support group, access to employee assistance programs, referral services for elder care or disability support and benefits that recognize family caregiving realities. Even sharing reliable information about community resources can help reduce the time and stress employees spend trying to figure everything out on their own.
Fifth, train managers. A supportive workplace culture often succeeds or fails at the supervisory level. Managers do not need to solve every personal problem, but they do need to respond with understanding, consistency and common sense. A well-trained manager can help an employee stay engaged. A poorly prepared one can push them out.
Finally, recognize that caregiving is not only a women’s issue, though women often carry more of the load. Caregiving touches employees across roles, ages and income levels. As the population ages and more families support loved ones at home, this reality will only become more common.
Supporting caregivers is not about lowering standards. It is about creating workplaces that reflect real life. When employers do that, they are more likely to retain experienced staff, reduce turnover and build a culture of trust.
Caregivers are already showing up with skill, dedication, and resilience. The best workplaces are prepared to meet them halfway.
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