Times are changing. We are living longer, working longer and having our children later in life. Workplace flexibility may have been fast tracked courtesy of a global pandemic, but today’s organisations should be proud of the support and options available to working parents. Many employers are willingly supporting flexible work practices to include remote and hybrid working and even asynchronous work. Some employees are now able to work from home with a sick child, drive teenagers to their monthly orthodontist appointments and take lunch breaks at school pick up time.
But how does the employer feel if this same employee also needed to drive an ageing parent to an appointment; receive calls during work time relating to their care or rush off mid-meeting because they desperately need assistance?
In between parenting school-aged children, many employees are also being pulled away from work to care for ageing parents. With Australia’s population continuing to age, the result is many workers are becoming ‘sandwiched’ between the needs of their children and those of their elderly parents. Those caught in the sandwich generation are stretching themselves thin between work and family responsibilities; with both the employer and worker feeling the pinch.
The ‘sandwich generation’ can be defined as those who are ‘caught in the middle’ of having care responsibilities of both children and ageing parents. Typically, these workers are middle aged in their 40s or 50s, and still in the workforce. In addition; workplaces are now seeing examples of the ‘double sandwich’ generation where employees in their sixties have grandparenting responsibilities and living parents in their nineties.
Whilst men undoubtedly are increasingly represented in the sandwich generation, research suggests that women are more likely to be the primary caregivers at both ends of the spectrum. This provides a clear challenge, particularly for women in the workplace who are feeling the multigenerational squeeze.
So, how do we care for the carers? It may not be something that you want to do but striking a healthy balance of support and flexibility will retain valuable employees, build loyalty, improve productivity and engagement and even stand you apart from your competitors in the hunt for talent. Furthermore, it will enhance your inclusion and diversity strategy.
1. Be aware of carer's leave - (this can be taken to care for children, parents or grandparents who are ill or injured or are affected by an unexpected emergency) and availble flexible working arrangements for employees under the Fair Work Act 2009 along with any relevant provisions under contracts and enterprise agreements;
2. Educate employees– take the time to make sure employees are aware of the relevant workplace policies and how they could be of assistance. Help them to understand the broad ways in which the business is prepared to help them. Start the conversation early and ‘check in’ regularly to ensure the support is hitting the mark.
3. Invest in leadership training – it can be challenging for leaders to navigate these discussions and to ‘think outside of the box’ when offering solutions. Taking an elderly parent to a 10am appointment shouldn’t mean the employee can’t work that day. What are the benefits to the worker starting at 12pm? Perhaps this could be beneficial in providing end of day customer support or finishing off the monthly report uninterrupted.
4. Consider a support group – the ‘sandwich generation’ worker is not alone and chances are there are multiple employees juggling family responsibilities. Perhaps a monthly lunch time support group would give these workers an opportunity to come together and support each other. Maybe the business could even arrange a quarterly guest speaker. Many EAP providers will also specialise in workshops that empower workers with tools to cope with the challenges.
5. Get creative with flexibility - the greater the ability to adopt a variety of flexible work practices, the higher the chance for striking the right employer/employee balance. Creating unique work patterns may not seem appealing, but the alternative is absenteeism and turnover so there is no doubt that it is worth thinking left field for the right solution. Remember that workers that find the right solution will generally work even harder because they are grateful for the support.
6. Provide emotional support – the leader does not need to bare the burden of the employee’s family responsibilities but showing empathy and understanding goes a long way. Employers are encouraged to engage professionals through an Employee Assistance Program (EAP) as this will be a worthwhile return on investment.
There is a lot of pressure on employers to say yes to every employee request and to be extremely flexible and accommodating; even when it is to the detriment of the business. There is no question that employers have a responsibility to do all reasonably possible to enable the worker to balance their family needs, but the key word here is ‘reasonable’.
If employers have a responsibility to reasonably do all possible to support the request; then employees have a joint responsibility to consider how they can make it work to minimise the business impact. Employees should be encouraged to reflect on:
It is integral that flexibility is not a ‘one-way street’ as that creates a scenario where there are ‘winners and losers’ to flexibility.
It is natural and expected for employers to scratch their heads and become a little frustrated when their team members appear to be pulled too heavily by their care responsibilities; but it is important to take a moment to consider the employee does not want to be in the middle of the sandwich either. It is exhausting, emotional and sometimes unappreciated.
Next time you receive a last-minute call from your team member with an unusual family need, try to take a moment to consider that the employee would actually rather be at work. Being part of the ‘sandwich generation’ is not a perk; it is a responsibility, a labour of love, and quite often a burden.
Employees themselves are wondering how they are juggling work, parent teacher meetings and eldercare; but they know that somehow they need to strike the right balance. Adopting a partnership approach will minimise the business impact and maximise the employee’s capacity to successfully keep ‘all the balls in the air’ and nurture each one in a way that does not impact the other.
Ai Group has experienced HR consultants who can partner with your business to devise a flexibility system that optimises both performance and engagement. For assistance with your workplace matters, Members of Ai Group can contact us or call our Workplace Advice Line on 1300 55 66 77 for further information.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
