If an employee provides unpaid care or support to a kid, relative, close friend, or partner who requires assistance due to a physical, mental, or cognitive condition, they may be deemed a carer. Caregivers who support people who are living with a physical or mental handicap, long-term health condition(s), or aging-related issues while working other paid jobs typically fulfill this informal and unpaid duty. It might also apply when a person needs short-term care while they are healing from an illness or accident. Care givers, worker-carers, working-carers, caregiver-employees, carer-workers, and carer-employees are additional words used to describe this position. Caregiver is typically not a phrase that relates to typical childcare activities unless the child requires special assistance, although the business can select which circumstances will apply to their policy and program.
Why should a workplace consider a caregiver's role?
Lack of assistance at work can drive a caretaker to quit their job, take early retirement, miss days of work, and work less efficiently. The worker's total responsibilities, stressors, physical and mental health, as well as their level of job satisfaction, may also be impacted.
Does being a caregiver affect my job?
Yes, that's possible. Consider a typical situation: a parent who is capable of living alone but who need help with driving-intensive tasks like shopping, errands, and doctor's visits Many workers take hours each day to give even minimal levels of care after putting in a full shift for their ""paying"" employer. Additionally, they might have to miss work in order to attend medical visits, raising questions about their productivity at work and their future employment. This extended workweek not only affects the person's ability to balance work and life, but also increases exhaustion, tension, and worry. It may also cause the person to get distracted and less able to accomplish their job in a safe manner. Another frequent occurrence is when a person with a disability needs help standing up after falling or when transitioning from a sitting to a standing posture or stepping into a bathtub. The caregiver staff may assist with lifting or supporting the care receiver. It's possible that there isn't much formal training on good lifting techniques. Strains, sprains, or back injuries are among the risks that the caregiver may experience. Losses in productivity, hours worked, or benefit usage could all have an effect on the workplace. Working caregivers could be worried about viral exposures at work and the potential repercussions of infecting the person they are caring for.
What can a place of employment do to aid caregivers?
All parties gain from providing a secure, healthy, and caregiver-friendly workplace. Employers are urged to stress the value of finding a work-life balance and to foster a caring workplace environment. A current occupational health and safety management system (OHSMS) framework may be used to integrate the program. For instance, Standard B701-17 Carer- Inclusive and Accommodating Organizations from the Canadian Standards Association (CSA). The ""Plan-Do-Check-Act"" cycle is incorporated into B701-17; this is the same concept as CSA Z45001:19, ""Occupational health and safety management systems - Requirements with recommendations for usage."" An occupational health and safety management system's goals are to control risks and hazards, offer a system for preventing accidents and illnesses, and employ techniques for routinely tracking program effectiveness.
What procedures should be followed when putting a caregiver policy and program in place at work?
Assign someone with power to oversee the implementation of the policy and program when creating a policy and program to cover services for worker-carers. Include examples of caregiving actions that would be covered or included in your definition of a carer. Review all current policies to make sure they are ""carer friendly""; for instance, does your policy on stress management acknowledge the intricate connections between stress at work and stress at home? Which kinds of leaves are now authorized, and under what conditions? Examine the available and relevant legal and other requirements, such as human rights, family and emergency leave, and benefits. If and when it is feasible, the business may want to supplement these programs financially, by filling up coverage gaps or increasing the amount of time employees can take off. These leaves could consist of: Personal leave of absence leave for family responsibilities Benefits of compassionate care medical leave for family Death-related leave leave from parenting, if applicable Make plans for unforeseen absences, times when caregiving is in high or low demand, or time to coordinate medical services on top of ongoing arrangements. Find out what current resources are offered, both internally and externally, such as employee assistance programs (EAPs), benefit plans, and certain human resources policies and programs. Supports might also be made accessible if there is a collective bargaining agreement with the union. Analyze these current initiatives and search for any possible coverage or support gaps. Engage all staff members and any interested parties. With those who are providing care for others, discuss needs and options. Ask caregivers for advice on how to successfully juggle work and caregiving. They will be aware of the supports that will work best for them. Identify obstacles to using or gaining access to supports, such as Insufficient training Access to resources Limited understanding of the problem Preserve the secrecy and private of the person. Establish rules for what information can or should be shared and when it should be disclosed. Be welcoming. Do not assume that one gender may play a smaller or larger role in care giving activities. Develop a program that includes a number of approaches and options, where possible. Consider if carers can be included in other workplace training activities, such as mental health initiatives, fatigue management, or safe lifting techniques when working with patients. Communicate the program and resources to workers through training, email, and/or posters. Educate managers and supervisors on carer awareness, available policies and programs, and information available for caregivers. Provide coaching to supervisors, managers and workers on how to have a difficult discussion Implement the programs and activities as identified and planned. Educate all employees to increase their awareness and understanding of the role of a carer-employee and the supports available as a way to encourage a carer-friendly environment Monitor and assess programs and activities with regard to any opportunities, challenges, and benefits as noted by the carer-employee, their manager or supervisor, and co-employees. Review and report the results. Take actions to continually improve the program performance to achieve the intended outcomes.
What are examples of approaches that can be taken to support carers?
A comprehensive program will incorporate as many options as possible. Examples include:Flexible and customizable work arrangements, such as telecommuting/working from home, flexible start and finish times, reduced hours, the ability to bank or make up hours, location of work activities, etc. Job sharing Leave or other benefits for caregiving responsibilities for emergency, short, or long term situations Gradual return to work policies Financial assistance and relief A list of services available to workers (internal and external), including physical or mental health support Educate all employees to increase their awareness and understanding of the role of a carer-employee and the supports available Opportunities for co-workers, supervisors, and carer-employees to communicate and network Allowing carers to access a phone or their mobile phone at all times in case of emergencies, to connect with their care recipient, or to connect with health professionals Support for all workers, and inform them of what the impact will be to their daily tasks, and how they can support others"""