We talk a lot about mental health in the workplace. But there’s a group of employees whose struggles often go unseen: working carers.

I’m not talking about parents, although that role comes with its own challenges. I’m talking about the people holding down a job while also supporting a partner with cancer, an elderly parent with dementia, or a child with complex needs.

Here’s the difference: most of us choose when to become parents. Caregiving, on the other hand, often arrives uninvited. One phone call, one diagnosis, one fall, and your life changes overnight. There’s no manual, no gentle learning curve, just the immediate weight of responsibility.

And yet, so many employees don’t even call themselves carers. I’ve worked with people who say, “I just pop in after work to make sure Mam’s had her tablets, I’m not really a carer.” But they are. And that lack of self-identification means they often don’t ask for help until they’re burnt out.

The stats are sobering. One in seven UK workers is now juggling employment with an unpaid caregiving role. Many are struggling with anxiety, depression, financial stress, and physical exhaustion. And without the right workplace support, that pressure quickly becomes unsustainable.

It’s time employers treated caregiving like the crisis it often is.

This is where I believe we need a shift in thinking. When an employee becomes a carer, it should trigger the same level of response as any other workplace crisis. That means:

• Fast-track support from line managers trained to spot burnout and have compassionate conversations.
  Immediate workload adjustments and flexible working options.
• Rapid access to mental health support, because carrying someone else’s stress on top of your own is heavy work.
  

Go beyond leave policies and think long-term wellbeing and financial security

Yes, the new Carer’s Leave Act is a step forward. But unpaid leave still hits lower-paid workers hardest. We can do better by:

• Partnering with local law firms or carers’ centres to run workshops on wills, powers of attorney, and financial planning.
• Embedding legal and financial wellbeing support into employee benefits, not as a crisis response, but as prevention.
  

Find your hidden carers

Many carers are invisible to their own employers. Discreetly survey staff with questions like: “Do you support someone whose health limits their daily life?” and use the results to signpost people to help, whether that’s a peer network, specialist counselling, or flexible hours.

Build community, not just policy

One of the most powerful things you can offer is connection. Peer-led carer networks create spaces where people can share resources, vent frustrations, and feel understood. Give them a budget, a meeting space, and your backing and then let them lead.

Plan for the “what if I get sick?” moment

A common fear I hear from carers is: “If I’m ill, who looks after them?” Offering back-up care insurance or emergency in-home support is an innovative way to give peace of mind and keep employees from burning out through sheer fear of what might happen.

Don’t forget the grief

Caring often comes with loss, even before a loved one passes away. Offering bereavement therapy, grief workshops, or simply spaces to acknowledge the emotional toll of caring is not a “nice to have”; it’s part of keeping your people mentally healthy.

My message to employers? In an ageing population, caregiving is inevitable. But the anxiety, depression, and burnout that so often come with it aren’t. With the right policies, training, and compassion, you can create a workplace where carers don’t just survive, they can thrive.

When you look after the carer, you look after the colleague, the team member, and the whole organisation.