We still don’t value care — and it’s costing us talent

Opinion

During Carers Week, let’s seek more awareness, support and guidance for those with caring responsibilities. Here’s where to start.

I saved for months to cover my maternity leave. I wanted a full year to care for my daughter — but no company offers 12 months at full pay and I didn’t have the safety net of a significant second income. I knew my career might take a hit. I just hoped it would be temporary.

That was naïve.

The hit came and I felt trapped — until I found an ally who truly understood the cost of care and the silent sacrifices many of us make to provide it.

Today, there’s far more awareness, support and guidance for returning mums, including Bloom’s brilliant playbooks The Juggle and The Great Return, and tailored support from Nabs. LinkedIn is full of women sharing their stories and refusing to be silenced.

But we haven’t solved it. Company policies still fall short. And even when they’re in place, what managers do in practice often isn’t enough to help women re-enter, stay and thrive in the industry.

The conversation is louder, yes — and that matters. But it’s not just maternity we need to talk about.

Care comes in waves

Six years ago, caring for my dad was a second blow to my career.

This time, I had the right support in place, but I know many others — men and women — who have been through this without that privilege. People navigating elder care and parents of teenagers blindsided by diagnoses, mental health issues or simply tougher-than-expected phases are often not well-supported by businesses.

We still underestimate the impact of care. And our workplaces are nowhere near ready.

According to labour market statistics, the “two full-time working parents” model only became the most common family structure in the UK in 2020. Before that, the most typical set-up was one full-time and one part-time worker. We’ve made cultural leaps without updating our systems to reflect them.

Care doesn’t just affect parents. As we age, almost all of us will support someone we love through illness, disability or old age. Carers UK reveals that more employees now have elder care responsibilities than childcare ones. And every week, 600 people leave work to take on caring roles.

Yet very few employers talk about this. Fewer still act on it.

“We are really good at talking about maternity and paternity rights, but elderly care is neglected and taboo,” says Annabel James, co-founder of Age Space. “No-one wants to talk about their mum’s dementia or their dad’s incontinence, but we are going to have to get more comfortable with this.

“It’s having an impact on the workplace and our employees — we are all living and working longer.”

What can companies do?

The good news is that this doesn’t need to be another complex diversity and inclusion consideration in a long list of ever-growing demands. We have the tools. We just need to apply them.

Here’s where to start.

Normalise flexible working: Not just as a stated benefit but as a core cultural principle. When flexibility is built into your way of working, instead of being tacked on, you make space for unpredictable caring needs without needing a bespoke policy for every scenario.

Train your leaders: Managers shape the everyday experiences of your talent. Invest in training that builds empathy, trust and practical know-how around supporting employees through life’s tougher phases, not just the happy ones like having a baby.

Share visible role models: We need to see more leaders talk about the times they juggled care and work. The ones who offered support. The ones who asked for it. This isn’t about oversharing — it’s about showing that care is part of professional life, not a detour from it.

Create policies for carers: Most companies have maternity and paternity policies. Very few have policies for carers. A dedicated policy signals awareness, provides clarity and gives managers a framework for support. It also shows you understand the realities of life outside work.

Track retention and progression data: Are people with caring responsibilities disproportionately leaving, stalling or burning out? You can’t solve what you don’t see — so start measuring it.

Why should businesses care?

Companies that support their people through the hard stuff keep great talent. And leaders who show care inspire the rest of the team.

That’s not just a hunch; it’s backed by evidence. Research by Deloitte, McKinsey & Company and others consistently shows that empathetic leadership drives retention, engagement and productivity. And with the war for talent still very real, this matters more than ever.

So, yes, policies are important. But what we really need is a shift in mindset, in leadership and in how we value care.

Until we do, we’ll keep losing the people who are best at it and, often, best at leading too.

Anna Sampson is a consultant