The case for caregivers: The learners you are looking for

In today’s AI-powered world, the companies that thrive are those that invest not only in new technologies but also in their workforce. At Accenture Research, we know this well: Our research often finds companies that invest in reskilling and upskilling workers are more likely to be able to reinvent themselves to deliver superior returns.

That’s why I was surprised to learn that one of the most willing and capable groups of workers is also one of the most overlooked: caregivers. In a joint research effort between Accenture and Harvard Business School’s Project on Managing the Future of Work, we found that caregivers—people who juggle work with responsibilities for children or elderly family members—are among the most motivated to learn new skills and return to the workforce.

Yet caregivers make up one of the largest groups of “hidden workers”  individuals who are often inadvertently screened out by traditional hiring practices due to gaps in their employment history or caregiving responsibilities. These hidden workers represent a significant untapped resource. Businesses that overlook them are missing out on a pool of talent that is highly motivated.

The caregiver conundrum

Caregiving is an integral part of life in the 21st century, with millions of workers balancing their professional lives with the demands of raising children or caring for aging relatives. Our research, which surveyed 8,000 workers across the US, UK and Germany, found that 86% of those who left and then later re-joined the workforce identify as primary caregivers. Among them, 74% provide care to children, 15% care for elderly adults, and 11% care for both children and elderly family members—a group known as the "sandwich generation."

Caregivers often possess the exact qualities that employers value: they are experienced, educated and in their prime working years. Yet, many are forced to leave the workforce due to caregiving responsibilities, and once out, they find it difficult to return. Traditional hiring practices, which emphasize continuous employment and penalize gaps in work history, frequently exclude caregivers, regardless of their qualifications or willingness to work.

This is particularly concerning given that caregivers are more inclined than their non-caregiving peers to invest in reskilling and upskilling. Our research found that caregivers are far more likely to take actions to refresh and renew their credentials, whether by enrolling in educational programs, obtaining technical qualifications or developing new digital and soft skills.

Once employed, caregivers remain eager to improve their capabilities. 80% of caregivers are willing to do so, particularly those caring for both children and adults.

The cost of overlooking caregivers

Despite their enthusiasm for reskilling and professional development, caregivers face significant barriers to employment, primarily due to inflexible work arrangements and hiring processes that fail to account for their unique needs. When asked why they left the workforce, many caregivers cited "economic reasons" such as the inability to find suitable hours or jobs that fit their caregiving schedules.

The result is a significant loss for both caregivers and employers. For companies, failing to accommodate caregiving responsibilities leads to persistent talent shortages, as roles remain unfilled and productivity suffers. Open positions place additional strain on existing employees, leading to burnout and increased turnover.

For caregivers, the consequences of being forced out of the workforce are profound. Many face financial instability, as caregiving obligations prevent them from earning a steady income. This, in turn, contributes to a decline in overall labor force participation and productivity, with broader negative effects on the economy. The marginalization of caregivers represents a missed opportunity for businesses to tap into a highly capable and motivated group of workers who could help close talent gaps and drive long-term growth.

So how can businesses better engage with caregivers and unlock the potential of this hidden talent pool?

Map caregiver demographics

First, companies need to understand the demographics of the caregiving workforce within their organization. Caregiving responsibilities affect employees across all levels, from entry-level workers to senior executives. The years that caregivers leave the workforce also follow a predictable escalation in the odds that child-rearing or senior care responsibilities will materialize. A significant portion of caregivers are in their prime working years, between the ages of 30 and 40, when many employees develop critical skills that shape their future career trajectory.

Caregiving also affects younger workers and those in middle age. Among caregivers to elderly adults, 41% were between the ages of 18 and 29, while 33% were older adults themselves, many of whom face the challenge of balancing caregiving with advancing their careers. For employers, this means that caregiving is not a peripheral issue, but one that affects a large and diverse segment of the workforce.

Understanding these demographics allows companies to tailor their support to meet the specific needs of caregivers. Offering flexible work arrangements, such as remote work or flexible hours, can help caregivers balance their professional and personal responsibilities without sacrificing career growth. Additionally, providing access to caregiving resources, such as employee assistance programs or support networks, can create a more inclusive and supportive work environment.

Build a caring company culture

Next, companies should create a truly supportive environment that can attract and retain caregivers. Beyond policy changes— companies need to drive a cultural shift. Companies must foster a culture that recognizes the challenges that caregivers face.

This starts at the top, with leaders openly acknowledging their own experiences with caregiving and promoting a work environment where employees feel comfortable discussing their personal circumstances.

Leaders play a crucial role in breaking down the taboos surrounding caregiving by sharing their own stories and demonstrating a commitment to work-life balance. When employees see their leaders modeling a caring culture, they are more likely to feel empowered to seek the support and accommodations they need to succeed in both their professional and caregiving roles.

Make the business case for caregivers

While many employers intuitively recognize the impact of caregiving on their operations, few calculate the full hidden costs associated with it. By conducting a thorough analysis of these costs, companies can gain a clearer understanding of the financial implications of caregiving and the potential benefits of investing in solutions that address these needs.

The benefits of a caring company extend beyond cost savings. Higher retention rates, improved attendance and productivity are just a few of the advantages that organizations can reap by prioritizing the well-being of their caregiving employees.

Companies that prioritize caregiver support are better positioned to attract top talent. In a competitive labor market, offering flexible work arrangements and demonstrating a commitment to employee well-being can set a company apart from its competitors. This, in turn, enhances the company’s reputation and helps it attract a more diverse and skilled workforce.

A better way forward

The case for caregivers is clear: by embracing a caring company culture and offering flexible work arrangements, businesses can tap into a vast pool of hidden talent and close their talent gaps. Caregivers bring valuable skills, experience, and a willingness to learn—essential qualities in today’s continuously changing business environment.

As businesses face increasing challenges in attracting and retaining top talent, supporting caregivers is not just a matter of corporate responsibility; it is a strategic imperative. By recognizing the value of caregivers and creating a more inclusive work environment, companies can unlock new opportunities for growth and innovation while contributing to a more compassionate and equitable society.

It is time for employers to take action and make caregivers visible—not just as employees with caregiving responsibilities, but as valuable contributors to the future of work.

I’d like to thank my colleagues Emily Thornton and Rebecca Tan for their support and contribution.