Caregiving Shouldn’t Be Gendered

In our latest LinkedIn Live, Debbie Croft and Ian Dinwiddy delved into enabling caregiving and career in the workplace. Debbie and Ian discussed why caregiving shouldn’t be tied to gender, explored systemic barriers, and highlighted practical steps organisations can take to support employees as caregivers. Here are the key takeaways from the conversation:

1. Caregiving remains gendered—but it shouldn’t be

Despite societal progress, caregiving roles are still disproportionately seen as women’s responsibility. In Europe, 60–70% of informal caregivers are women. This imbalance not only reinforces outdated stereotypes but also limits opportunities for men to step into caregiving roles. Breaking this cycle requires organisations to challenge assumptions, normalize caregiving for men, and create inclusive environments for all caregivers.

2. Policies make a difference

One of the biggest barriers to shared caregiving responsibilities is inadequate policies. For example, in the UK, statutory paternity leave remains poorly paid, discouraging men from taking it. However, some progressive companies now offer equal paid parental leave—up to 26 weeks for both parents—helping to shift traditional gender roles in caregiving. Policies like these also level the playing field for women in the workplace, reducing biases around hiring and promotion.

3. Beyond parental leave: a broader definition of caregiving

Caregiving extends beyond parenting. It includes caring for aging parents, supporting community members, and even pets. Forward-thinking organisations are broadening their definitions of caregiving to reflect real-life needs. Companies can support employees navigating life's diverse caregiving responsibilities by implementing policies such as flexible working, caregiving leave, and global mobility options.

4. The critical role of leadership

Leadership behaviours play an important role in enabling caregiving and career. Even with progressive policies in place, if leaders don’t model or promote their use, employees are less likely to take advantage of them. Senior leaders—especially male leaders—must “care out loud,” sharing their own caregiving experiences and normalizing flexibility in the workplace. This leadership transparency sets the tone for a culture where caring is respected and supported.

5. The untapped potential of caregiving skills

Caregiving develops vital soft skills, including empathy, prioritization, and resilience. These transferable skills enhance workplace performance and leadership potential. However, individuals returning from caregiving breaks often undervalue these competencies. Organisations must help employees recognize and leverage these strengths as they transition back to work, while creating environments that value the skills caregiving brings.

6. Data and benchmarking drive change

Data is a powerful tool for influencing decision-makers. For instance, benchmarking against industry leaders or analyzing internal metrics—such as attrition rates for caregivers—can highlight gaps and build a strong business case for caregiving policies. Tools like Ian’s UK database, which tracks companies offering robust caregiving benefits, provide valuable insights to guide change.

Final thoughts

Caregiving shouldn’t be an “either/or” choice between career and family—it’s a “both/and” opportunity. By adopting inclusive policies, fostering supportive leadership, and broadening the narrative around caregiving, organisations can create workplaces where everyone can thrive. Whether it’s parental leave, eldercare, or self-care, the message is clear: caring isn’t gendered, and it’s time to reflect that in workplace culture.