The Working Caregiver: Why Elder Care Belongs in the Workforce Conversation
Caregiving is often described as something that happens at home. It happens in kitchens, bedrooms, doctor’s offices, pharmacies, hospital waiting rooms, and late-night phone calls. It happens in the quiet work of organizing medications, preparing meals, coordinating appointments, managing bills, helping with transportation, and noticing when something has changed.
But caregiving also happens at work.
It happens when an employee leaves early to take a parent to a medical appointment. It happens when someone takes a call from a hospital during a meeting. It happens when a worker uses vacation days for caregiving because no other leave is available. It happens when an adult child spends lunch breaks navigating insurance, home care, prescriptions, or long-term care decisions.
For millions of Americans, caregiving is not separate from working life. It is woven through it. At Sage Collective®, we believe this reality deserves more attention. Elder care is not only a private family matter. It is a workforce issue, an economic issue, a health issue, and a matter of dignity.
The Scale of Care
Across the United States, caregiving is becoming one of the defining responsibilities of modern family life. AARP and the National Alliance for Caregiving reported in 2025 that 63 million Americans — nearly one in four adults — provided ongoing care for an adult or child with a complex medical condition or disability in the previous year. The same report noted that six in ten family caregivers are employed while also managing caregiving responsibilities, and that many experience work disruptions such as going in late or leaving early to care for a loved one.
These numbers reveal something important: caregiving is not an occasional exception to working life. For many people, it is part of working life.
As the population ages, more employees will find themselves balancing paid work with care for parents, spouses, relatives, neighbors, or friends. Some will provide a few hours of support each week. Others will manage complex medical needs, dementia care, transportation, finances, and daily living tasks over many years.
The work may be unpaid, but it is not without cost.
The Hidden Costs of Balancing Work and Care
Working caregivers often carry a double responsibility. They must show up for their jobs while also showing up for the people who depend on them.
That can affect time, energy, income, career advancement, and health. Caregivers may reduce their hours, pass up promotions, leave the workforce, or spend down savings to cover care-related expenses. They may feel distracted, exhausted, guilty, or afraid to speak openly about what they are managing.
Many do not identify themselves as caregivers at first. They may say, “I’m just helping my mother,” or “I’m doing what any spouse would do.” But the responsibilities accumulate. A ride to one appointment becomes weekly coordination. A few bills become financial management. A safety concern becomes a home modification. A diagnosis becomes a new way of organizing daily life.
When workplaces fail to recognize this reality, employees are left to manage it alone.
This can be especially difficult for workers with limited flexibility, hourly roles, lower wages, or jobs without paid leave. It can also deepen existing inequities, because not every caregiver has the same access to supportive managers, financial resources, remote work, or family backup.
Caregiving Is Labor
One reason caregiving is often overlooked is that it is framed as love rather than labor.
Of course caregiving can be an expression of love, duty, gratitude, and devotion. But it is also work. It requires time, attention, planning, emotional regulation, physical effort, and practical skill.
AARP’s 2026 update on the economic value of family caregiving estimated that family caregivers of adults provided 49.5 billion hours of care in 2024, with an economic value of approximately $1.01 trillion. That figure makes visible what families have long known: unpaid care is one of the foundations supporting older adults, health systems, and communities.
Recognizing caregiving as labor does not make it less loving. It makes it more visible.
And once we see it clearly, we can ask better questions. What do working caregivers need in order to remain employed? What kinds of flexibility make care more sustainable? How can managers respond with understanding rather than suspicion? How can workplaces protect the dignity and financial security of employees who are also caring for loved ones?
What Support Can Look Like
Some employers are beginning to answer these questions. Recent reporting has noted growing interest in caregiver benefits as the U.S. population ages, including caregiving leave, flexible schedules, care navigation, concierge support, employee resource groups, and manager training.
These supports matter because caregiving often involves unpredictability. A parent falls. A home health aide cancels. A doctor calls with test results. A new medication causes confusion. A care plan changes. Even the most organized caregiver cannot plan around every need.
Workplace support does not have to mean that every situation has a perfect solution. But it can mean creating a culture where employees are not punished for having caregiving responsibilities. It can mean making policies clear, normalizing conversations about elder care, training managers to respond with empathy, and helping employees find resources before a crisis.
For some workers, flexibility may be the most important support. For others, paid leave, predictable scheduling, or referrals to elder care services may make the difference. For many, simply being able to speak honestly without fear of being seen as less committed can be deeply meaningful.
A caregiver-friendly workplace recognizes that employees are whole people. They have families, obligations, histories, and lives beyond the office. Supporting them is not an act of charity. It is part of building a humane and sustainable workplace.
Why This Matters for Vibrant Living
At Sage Collective®, vibrant living includes the ability to age with dignity, connection, purpose, and support. But vibrant living is not shaped only by the older adult receiving care. It is also shaped by the well-being of the people around them.
Caregivers are often the bridge between an older adult and the systems that support daily life. They help translate medical instructions, advocate for needs, coordinate services, maintain routines, and provide emotional presence. When caregivers are depleted, unsupported, or forced to choose between income and care, the whole family is affected.
A society that values aging must also value caregiving. A workplace that values employees must understand that many of them are also daughters, sons, spouses, siblings, friends, and neighbors providing essential care. And a community committed to vibrant living must recognize that care is not an individual burden to carry in silence. It is a shared responsibility.