Caregiving and work: how employers can support employees

30 March 2026

In the Netherlands, around five million people provide informal care. More than two million combine this with work, and that number is growing. Due to population ageing, more chronic illnesses and increasing pressure on the healthcare system, a growing share of the working population is becoming caregivers alongside their job. For most, this goes well, but a growing group experiences combination pressure: the feeling that work and care are difficult to keep in balance. According to Stichting Werk&Mantelzorg, HR professionals estimate that 18% of absenteeism is related to caregiving situations. As a result, caregiving has a direct impact on sustainable employability and the wellbeing of employees.

A society under growing pressure

The expectation that people will continue living at home for longer has become stronger in recent years. At the same time, labour participation is increasing—especially among women and older employees, groups who more often provide informal care. This intensifies the pressure of combining work and caregiving.

The Social and Economic Council (SER) highlights this development in its recent report “Caregiving and Work in a Caring Society.” The report emphasises the importance of good support for working caregivers. Timely help and flexibility can help prevent overload, as can clear arrangements and understanding in the workplace.

Why caregiving can be so demanding

Caregiving is often unpredictable. Care moments can arise suddenly: employees may receive a call during working hours and sometimes need to leave immediately. One third of working caregivers regularly receive such requests, and one in seven actually has to go home during the day (SCP). On average, working caregivers spend 4.5 hours per week on care, but for almost one in five this increases to more than eight hours (SER).

In addition to time pressure, emotional strain also plays a major role. In situations such as terminal illness or psychological issues, caregiving requires a great deal of attention. As a result, many caregivers put their own recovery aside: free time, sports and moments of rest are often the first things to disappear. Around a quarter even use holiday leave to be able to provide care. Overload occurs when caregiving structurally demands more energy than someone can recover.

Because the impact is so significant, employers can make an important difference by offering timely attention and support.

What employers can do

1. Make caregiving a topic of conversation in the workplace

Many employees do not realise that they are caregivers, and almost 45% feel a barrier to discussing this with their employer. As a result, potential overload often remains hidden. By opening the conversation and helping employees become aware of their role, you support them in finding timely assistance.

Questionnaires can help organisations measure and discuss the strain caused by caregiving. The EDIZ questionnaire (Experienced Pressure from Informal Care) is one such instrument. It can be used within the PMO or by HR and helps identify early when the burden becomes too heavy.

2. Keep the conversation going

As a manager, continue checking in regularly with the employee to understand how things are going. Give caregivers the space to share their story and take the time to truly listen. By staying well‑informed, you can recognise more quickly when the caregiving burden changes or becomes too heavy. Ask follow‑up questions so it becomes clear what is causing the pressure.

Also pay attention to signs of overload, such as persistent time pressure, lack of free time, sleep problems, worrying, or, for example, increased smoking or drinking. By recognising these signals early, you can jointly look for an appropriate solution in time.

3. Think in terms of tailored solutions and flexibility

Caregiving situations vary greatly and can change quickly. Invite the employee to think along about what is needed to combine work and caregiving in a healthy way—there is no standard solution. Temporary adjustments to working hours, workplace or tasks can provide relief and prevent employees from structurally sacrificing their recovery time.

4. Provide clarity about arrangements and available support

Many employees are not aware of what is possible. Clear communication prevents unnecessary stress or stagnation. Examples include:

short‑term and long‑term care leave
emergency leave
adjustments to working hours or workplace
an internal caregiving coach
information about external support and respite care

5. Strengthen the resilience of caregivers

Employers can make a meaningful difference by actively creating space for recovery. This can include short breaks, monitoring workload and offering accessible support, such as a company social worker or vitality services. Skills such as setting boundaries, stress regulation and energy management also help employees remain sustainably resilient. Small adjustments can already make a significant difference.

Working together toward a healthy balance

Caregiving affects an increasing number of employees — and therefore organisations as well. By paying attention to this topic, employers can truly make a meaningful difference. Through open conversations, flexibility and clear information, you can prevent stress from escalating or leading to absenteeism. In doing so, you build an organisation in which employees feel supported and are able to combine work and caregiving in a healthy, sustainable way.