Caring for a loved one is a huge responsibility that many employees carry quietly alongside their professional lives. Whether it’s an ageing parent, a partner with a long-term condition, or a child with additional needs – unpaid carers are everywhere in your workforce. The challenge is that most of them won’t tell you. With Carers Week 2026 shining a light on the millions of unpaid carers across the UK, now is a good time for employers to take stock. Are your policies doing enough? Do your managers know how to spot the signs? And are your people actually able to ask for support without fear? This blog covers who unpaid carers are, their legal rights, the hidden impact of caring responsibilities, practical best practices, and what meaningful support for carers really looks like in the workplace throughout the year.
Why Carers Week Matters
Carers Week UK provides an important opportunity to raise awareness of caring responsibilities, recognise the contribution unpaid carers make and encourage greater support across workplaces and communities. According to Carers UK, millions of people in the UK provide unpaid care whilst managing work and other responsibilities. Without appropriate support, many carers experience increased pressure affecting their mental wellbeing, financial stability, career progression, physical health and relationships. This year’s campaign focuses on building carer-friendly communities, calling for better recognition and support for unpaid carers. Creating awareness helps reduce stigma and encourages organisations to think differently about how they support the people in their teams.
The Hidden Impact of Caring Responsibilities
Providing care for someone else can be deeply rewarding, but it also creates significant emotional, physical and financial pressures. Without appropriate support, caring responsibilities may contribute to burnout, reduced well-being, or difficult decisions around career progression. Some carers reduce their working hours, decline opportunities or leave employment entirely because balancing both becomes unsustainable. Employees balancing caring responsibilities may experience burnout or exhaustion, increased stress or anxiety, difficulty maintaining work-life balance, reduced opportunities for progression and social isolation. Recognising these pressures early allows organisations to respond more effectively and support employees before challenges escalate.
Carers’ Rights in the Workplace
Back in April 2024, the Carer’s Leave Act introduced a new statutory right for employees to take unpaid leave to care for a dependent. But this is just one part of a broader set of legal protections carers are entitled to. Here is the full picture.
Unpaid carer’s leave
Up to five days of unpaid leave per year, available from day one of employment. It can be taken as individual days or half-days, cannot be refused by an employer (though it can be postponed in exceptional circumstances), and employees are protected from any detrimental treatment as a result of taking it.
Time off for dependants
Separate to carer’s leave, employees can take reasonable unpaid time off to deal with unexpected caring emergencies. Many employers offer paid compassionate leave on top of this, check your policies.
Flexible working
All employees can request flexible working from day one, with up to two requests per year. We cover this in more detail below.
Protection from discrimination
Under the Equality Act 2010, carers are legally protected from unfair treatment, being overlooked for promotion, or being selected for redundancy because of their caring responsibilities.
Spotting and Acknowledging Unpaid Carers
There are an estimated 5.7 million unpaid carers in the UK. Statistically, a good number of them work for you. The problem? Most don’t identify themselves as carers. They see what they do as just getting on with it, and many worry that disclosing their caring responsibilities will affect how they’re perceived at work, or even their job security. The result is a workforce carrying an invisible burden. Managers should be aware of potential indicators including requests for flexibility, increased absence or lateness, changes in wellbeing or engagement, and reluctance to discuss personal circumstances. Creating a culture where regular check-ins and supportive conversations are normal makes it easier for employees to seek support when needed.
Best Practices for Supporting Carers in the Workplace
While legislation provides a framework, employers can go beyond these requirements to create a truly supportive environment for their caregiving employees. Here are some best practices:
Foster an Inclusive Culture
Creating an inclusive workplace culture where employees feel comfortable discussing their caregiving responsibilities is crucial. Employers can promote awareness by educating all employees, especially managers, about the challenges faced by carers and the importance of supporting them. Encouraging open communication is also essential, as it creates a safe space for employees to discuss their caregiving responsibilities without fear of stigma or discrimination. Senior leaders should lead by example, modelling supportive behaviours and openly discussing their own caregiving experiences, if applicable.
Offer Flexible Working Arrangements
Flexibility is often the most critical need for employees who are carers. Employers can support this by allowing flexible hours, enabling employees to adjust their start and finish times to accommodate caregiving duties. Remote working options can also be beneficial, reducing the stress of commuting and providing more time for caregiving. Additionally, offering part-time roles or job-sharing arrangements can help employees who need to reduce their working hours. Learn more about the benefits of flexible working for both employer and employee.
Provide Carer-Friendly Policies
Developing specific policies that cater to carers can help address their unique needs. A clear carer’s leave policy should outline the provisions for carer’s leave, including eligibility, duration, and notice requirements. Employers should also consider providing emergency leave, offering additional paid or unpaid leave for unexpected caregiving emergencies (reasonable time off for unexpected emergencies is already available to employees). Sabbatical options can be offered to employees who need to take extended time off to care for a dependent.
Support Employee Wellbeing
Carers often face significant physical and emotional stress. Employers can help by providing Employee Assistance Programs (EAPs) that offer access to counselling and support services for carers. Mental health resources, such as stress management workshops and mental health days, can also be beneficial. Facilitating peer support groups can provide a network where employees can share experiences and advice. Equipping managers with the knowledge and skills to support carers is essential. Training programs should include awareness training to educate managers on the challenges faced by carers and the importance of supporting them. Those in charge of HR should be trained on the new carer’s leave legislation and best practices for managing requests. Developing communication skills for having sensitive conversations about caregiving responsibilities and needs is also crucial. For more guidance, see our tips on supporting mental health and wellbeing in the workplace.
Practical Actions During Carers Week 2026 & Beyond 
Carers Week is a useful prompt to raise awareness, review policies and start conversations, but support for working carers cannot be limited to one week a year. Organisations could use this moment to share resources and guidance, host awareness sessions, encourage open conversations about caring responsibilities and review whether existing policies are genuinely fit for purpose. Many unpaid carers are also unaware of the support available to them outside the workplace. Signposting employees towards carer assessments, financial support, local carers centres and national charities demonstrates understanding and can make a real practical difference. Meaningful activity should connect to long-term inclusion goals. Organisations committed to genuinely supporting carers regularly review their practices, seek employee feedback and adapt their approaches throughout the year, not just in June. You may also find our guide on how to compassionately deal with employee bereavement useful.
Supporting Working Carers with Guidance from Roots HR
Supporting employees with caring responsibilities often involves reviewing policies, strengthening manager confidence and embedding inclusive workplace practices into everyday operations.
At Roots HR, we support organisations with practical HR advice designed to create workplaces where employees feel supported, valued and able to thrive, regardless of the challenges they may be managing outside of work.
If your organisation is reviewing workplace policies, strengthening support for working carers or considering how to improve employee wellbeing, explore our free resources and guidance.
As part of our social impact commitment, Roots HR offers up to 1 hour of free HR consultancy to eligible social sector organisations.
Use your free hour to:
- Discuss people management challenges at individual, team or organisational level
- Take advice and consider options and risks relating to employee relations or HR situations
- Review employment documentation, including contracts, policies and letters
- Explore approaches to projects, organisational change or HR initiatives and consider different options
This free support is provided by one of Roots HR’s experienced HR consultants via phone, email or Microsoft Teams. The hour can be used in one session or split into up to four 15-minute sessions, offering flexibility to suit your organisation’s needs.
Access your free HR consultancy support here.
Supporting unpaid carers starts with awareness, but meaningful change comes through ongoing action, flexibility and compassionate leadership.
If you are considering how your organisation can better support employees with caring responsibilities, Roots HR can help you take the next step.
References and Further Reading
