Caregiving duties taking big toll on Canadian workforce: survey

Having workers juggle work and caregiving duties may be costing companies nearly $100 billion annually, according to a recent report.

Overall, nearly 7.8 million Canadians are providing unpaid care every week, averaging 30 hours. That adds up to 5.7 billion hours annually—valued at an estimated $97.1 billion in economic value to Canada, according to Maple.

Only 15% of caregivers say the health-care system meets their needs all the time. Nearly 6 in 10 (57%) say the health-care system only sometimes meets their needs, while 60% delay their own care to prioritise someone else's.

Impact on workforce productivity

For employers, this health-care system failure translates directly into workforce impacts: 92% of caregivers believe that health-care gaps such as long wait times reduce workplace productivity unnecessarily.

The caregiving duty is also holding back workers' careers: 27% have lost wages attending appointments, 35% cite lost work time from traffic delays to medical visits, and 26% lose time using public transportation to reach medical appointments.

The Maple report also found that 28% of those aged 18–34 are reassessing or delaying career goals due to caregiving responsibilities, while 24% of those 55 and older are delaying retirement due to lost wages and reduced earning power.

"Canada's health-care system is quietly being held together by families," the Maple report states. "These are not isolated stories. They represent a growing reality across Canada, one where the gaps in access are widening and the responsibility for care is increasingly falling on families."

More than half of mothers in the sandwich generation are leaving their jobs to fulfill caregiving responsibilities, according to a previous report.

Mental toll of caregiving

Nearly 2 in 3 (63%) report that caregiving has negatively impacted their mental health. And working caregivers are nearly twice as likely to miss work due to mental health reasons compared to non-caregivers, according to Maple's survey of more than 1,500 Canadian caregivers in September.

One-third of working caregivers experience burnout. The report also notes that the impact on mental health is "worsening".

"Just a few years ago, one in four reported fair or poor mental health, with 47 per cent feeling tired, 44 per cent anxious, and 37 per cent overwhelmed," reads parts of the report.

The mental health burden is falling more heavily on women. Seven in 10 (70%) women say caregiving has impacted their mental health, compared to 55% of men. Similarly, 72% of women report stress from balancing work and caregiving, versus 62% of men.

How can Canadian employers help caregivers?

While some organisations are providing support, a significant gap exists between what employers offer and what employees perceive as helpful, according to the Maple report. Nearly 2 in 3 (65%) of those caring for children appreciate employer support in health-related issues, yet only 47% of caregivers feel that employee health benefits make it easier to access timely, convenient care.

The report also found that 58% of Canadian respondents say their employer helps support them with caregiving, but 79% believe employers should play a stronger role in supporting health-care access.

Nearly 9 in 10 (87%) caregivers believe that technology-enabled care would help reduce their stress. Specifically: 

• 78% want help navigating and coordinating providers and prescriptions
• 74% seek reduced wait times and improved convenient access
• 71% want better access to medical professionals
• 71% want improved continuity of care and management of records

Here are some things employers can do to support working caregivers, according to Employment and Social Development Canada:

• Organisations should investigate community programs available to caregivers, consult with peer companies to identify promising practices, and review existing workplace policies to ensure they adequately address caregiving needs.

• Employers should foster a caregiver-friendly environment by obtaining senior leadership commitment to work-life balance, expanding the definition of "family" in leave and insurance policies to include non-household members and non-traditional family relationships, and providing manager training on responding to caregiving needs. Staff awareness sessions and opportunities for employees to share work-life balance strategies are essential components.

• Organisations should offer multiple flexibility arrangements, including flexible work hours, telework, compressed work weeks, job sharing, part-time work, unpaid or paid leave of absence, and personal days off. The ability to make up time at a later date should also be considered.

• Employers should actively promote available workplace and community resources through high-visibility displays, lunch-time learning sessions on caregiving topics, and in-house wellness programmes such as yoga, meditation, or walking groups.

• Organisations should establish compassionate care benefits top-ups, funeral or bereavement leave, and gradual return-to-work programmes.

• Employers must recognise that family status—including caregiving—is protected under most human rights codes. Organisations should consult relevant human rights and employment legislation to develop non-discriminatory policies and consider distributing the Canadian Human Rights Commission's Guide to Balancing Work and Caregiving Obligations.

• Employers should inform employees about federal, provincial, and territorial government support programmes available through the Federal/Provincial/Territorial Ministers Responsible for Seniors Forum or by calling 1-800-O-Canada.

Many employers are not meeting workers’ caregiving leave expectations, according to a previous report.