Rumor has is that the national shutdown is going to lift soon. Depending on where you’re located, it’s probably time to start giving serious consideration to how you’re going to get your business rolling again.
I am speaking specifically to employers who had at least 100 employees before the pandemic. Many companies have been implementing remote work, and for some industries, that works. For others, it’s a bandage, but not a permanent solution. Are you confident that all of the people upon whom you rely will be there on the day you officially “reopen”? Were you struggling to find and keep qualified people BEFORE all this happened? Maybe now is a good time to revisit how you’re going to rise to the challenge.
During this period of staying in place, many of your employees had a rude awakening. In addition to having to deal with keeping their kids safe and entertained, and finding ways to stay on top of their business emails, phone calls and tasks, another issue arose for many: their parents suddenly needing them more than before.
This virus is scary, particularly for older adults. For people who were previously independent and competent, the prospect of having to shop for food and medications in the shadow of this menace became a daunting new worry for them and their adult children. So employees who were previously untroubled by the prospect of caring for their parents were awakened to the notion that their folks may need significant ongoing assistance from them a lot sooner than they imagined.
What does that mean to you? Well, aside from having your own parents’ increasing dependence to contend with, you may also want to leverage this knowledge to bring those wandering kittens back into your fold. How? By speaking to their new concerns in your communications and offerings.
For instance, at a pre-pandemic interview with a candidate, maternity leave benefits might be featured as an inducement. What if you spoke of “elder care leave”? What if you told them about some wonderful initiatives you were offering to your employees who help aging parents? Do you think you might get their attention? Might that differentiate your business from your competitors?
Communicating to your current employees about your responsiveness to these kinds of needs has great value, too. Let’s face it: it costs a LOT of money and time to train employees. Having to replace and indoctrinate new ones is a huge waste of resources. Keep the great ones you have by letting them know you support them and want to help them manage better. They will be grateful and a lot more likely to stick with you for the long haul.
There are a lot of other ideas you might find beneficial, and Grand Family Planning is offering FREE webinars to share them with you! Write us here, and we’ll let you know when the next event is scheduled.
Don’t wait. Those kittens will be waking soon and running to whoever has the best treats.
When I first began caregiving my demented mother in 2010, I was in no position to work outside my home. I had been a self-employed graphic artist for many years. My husband had a full-time job with good benefits, affording me the ability to work from my home-based office, take care of the house, my pets, and my mother, managing her care while performing duties that kept my clients happy.
In 2012, my husband lost his job, and we had to pay COBRA (paying both the employee and employer’s share) for our health insurance while we figured things out.
I had become rather adept at navigating long term care insurance, medical insurance and other bureaucratic systems on my mother’s behalf. And I had, at that point, placed Mom in a memory care facility. But I was not well-versed in financial instruments and was disappointed in the alternatives I had been offered in pursuit of ways to preserve my mother’s resources for her care. I investigated ways I could become better educated and possibly earn a salary with benefits.
The financial services company I employed for my household needs offered a program for business owners looking to make a change. I applied and they recruited me. They paid for my education and enabled me to attain securities and life insurance licenses. I studied hard and passed all the exams on the first shot. I was appointed and was expected to bring in new accounts right away.
During my first year, I was paid a salary with benefits, including health insurance for my husband and me. That was a big relief. And I was encouraged to go “out in the field,” to acquire new business. My appointments granted me some flexibility to see and care for my mother. But there were also a lot of demands on me to be in the office for meetings, paperwork and training sessions.
The trajectory of my mother’s illness often called upon me to drop everything and go wherever she landed, because she couldn’t speak for herself. My employers knew my situation, and in fact, found it a compelling reason to hire me. My story was a powerful “why” in talking to potential clients about planning, particularly for long term care.
The summer of 2014, my mother was hospitalized twice. In July, she had sepsis (a blood infection), which required her to be restrained and medicated. I really thought she was going to die then, but she recovered. After a challenging period of dealing with a bad rehab facility and getting her transferred back to her home with physical therapy provided there, she did better. But I was having to take a lot of time off to coordinate.
With her condition improving, I dared to consider spending more time focused on my profession. Then, in August, I got the call that Mom was bleeding profusely and was on her way back to the hospital.
My mother had a rare, undiagnosed disorder that produced too many red blood cells. Her body responded by rupturing her intestines to compensate. It was time for hospice.
And that was about the time I found myself weeping in the bathroom at my office. My employers were pressuring me, writing me up for poor job performance. My mother was dying and needed me to be with her. I didn’t know which way to turn.
Emerging from the sanctity of the ladies’ room with red-rimmed puffy eyes, I ran into my manager in the hallway, and he asked me what was wrong. I could barely get the words out.
He said there was a way to get me the relief I sought. He gave me the phone number of a benefits administration team, and they connected me to resources that enabled me to apply for family leave. I could take up to twelve weeks off without jeopardizing my position. And because I live in the state of New Jersey, I could also apply for benefits that would pay some compensation. I would have to fill out forms (corporate, federal and state) and get signed statements from two of my mother’s doctors certifying her need. The important thing was I COULD take time off to do what I needed to do for my mother and myself.
I ultimately left that job, but at least I had time to make an informed decision beforehand. I was able to weigh the pros and cons. And I left on good terms.
Since then, my life has changed a great deal, but the memory of that day in that restroom stays with me. I know that there are thousands of people, working outside the home and caregiving someone inside their home, faced with a lot of the same angst I faced. I want to shine a light on this issue, both for the employees who are suffering and the employers who rely upon them.
Their careers are threatened: many caregivers lose their jobs because they never disclosed their situation to their employer and their performance was suffering. Many others leave without notice during a crisis
Their futures are threatened: if they aren’t careful, they can easily spend everything their loved one had on care, and wind up dipping into their own resources, impoverishing themselves
Their marriages are threatened
Their children suffer, too
So, what can be done?
First thing, caregivers need to recognize that they are, in fact, caregivers. It may sound silly, but a lot of people in that situation think of themselves as just being “good kids.” It usually starts slowly, with “favors,” but can grow quickly when there’s a health crisis. So know this: if you are providing support to another adult, you ARE a caregiver.
Second, employers need to align with employee’s needs and develop a policy that
Encourages employees to speak about their situations at home
Provides support and resources to employees in caregiving situations
Trains management to recognize and respond to the problem
Enables applications for family leave
Offers cross-training and the creation of teams so staff-members can fill in for each other
Allows for remote work if at all possible so caregiving employees can spend more time at home
Sponsor workshops and seminars for employees to obtain the knowledge they need to become legally-appointed and capable advocates for their loved ones
If you’re an employer who is curious about enacting the kinds of policies discussed here, there are resources available. And if you’re an employee (or an employer) who has aging loved ones, I encourage you to seek help with your questions. Please don’t wait for a crisis, or you might find yourself crying in the bathroom.
Most of us have heard of “The Sandwich Generation.” This refers to the phenomenon of people caught between generations, helping their children achieve maturity and independence while also having to assist their aging parents. The pull on the attention of these people, who often have demanding careers and businesses, can not be overstated.
For those who run businesses, the problem is compounded, because they often employ staff with similar issues. Those workers are often in the unfortunate position of having to take time to assist their own family members. Distracted by their outside responsibilities, they may be fearful of revealing their situation to their superiors, concerned that they might lose their position if the true nature of their obligations was known.
With 10,000 people turning 65 every day, and 70% of those aging people destined to experience a long term care event, the numbers of family caregivers will increase exponentially. So the impact of this trend on business and the economy will escalate.
If you have never been a family caregiver, it’s difficult for you to grasp the enormity of the task. Depending on the circumstances, the person giving care can be in deep distress and potential in danger. And it’s absolutely imperative that everyone becomes aware of the frightening potential of this approaching epidemic.
The Meat of the Sandwich
Let’s first look at the basic caregiving situation. In virtually every family, there is usually one person who takes care of everyone else. Usually, it’s “Mom.” But 40% of the time, it’s “Dad” (especially if there is no Mom or if Mom is the one who is sick). Typically, this person works, either full or part-time. There may be a crisis, like a fall, or a critical illness, that requires immediate intervention by the caregiver-in-waiting.
There’s also the “sneak attack” care scenario: aging parents start asking for “favors” from their adult children. They need help understanding something: an unusual piece of mail or threatening phone call; news from a medical provider; a change in service from an insurance provider. Then it gradually morphs into escort services, rides to therapy, picking up items from the grocery store or pharmacy, and before you know it, you have a full-time, unpaid job that eats your life.
It’s not uncommon for these caregivers of aging parents to also have children. The expectation for those with healthy kids is that they will grow up, graduate from school and become independent. That is not always the case. They may have difficulty finding work in their chosen profession, or take a job and leave it, only to return to the nest. Sadly, many develop substance abuse problems, adding another stressor to the mix.
These are just some of the typical situations vying for the attention of family caregivers. These people also tend to have careers and subordinates who work for them (who may also be family caregivers).
So, for the “Sandwich Bosses,” the people who run companies or departments, what are some ideas for improving their lives? Here are some ideas:
Put yourself first. If you go down in flames, so does everyone else you care for or supervise.
Hire the right professionals to do the things you don’t know how to do, like wills and estate planning.
Learn to say “no” when the demands of others are becoming too much.
If it’s bad for you, it has to be just as bad, or worse, for your subordinates.
Create an environment where it’s safe for people to talk about their situation. No one should have to fear losing their job for having to care for loved ones.
Teamwork is essential: cross-train employees to cover for each other so business can continue with minimal interruption.
Remote work: allowing employees to work from home can go along way toward easing stress on family caregivers.
Identify resources: there are places people can go to solve a lot of their problems. Being able to provide guidance toward support services and establishing formal policies can be a huge help to everyone involved.
These are just a starting place. Caregiving is complex and different for every family. Understanding what you’re up against, practicing self-care, and supporting valued employees can keep you and your enterprise moving forward as the demands of a growing population of people in need encroaches on your productivity. By preparing for it now, you can meet (meat?) the challenges as they will undoubtedly be delivered at your doorstep.