13 million French people are considered to be caregivers: one person in five regularly accompanies a loved one who is sick, disabled or losing their autonomy. And four to 6 million of them must reconcile this support with their professional constraints. These dizzying figures alone show the magnitude of the challenge for society represented by the cause of caregivers, in a context of testing health systems, the rise in chronic diseases and the aging of the population.
If no health system seems able to replace this fabric of solidarity that has been created by family, local or associative ties, support for carers should be a cornerstone of a social model to be reinvented. Loss of autonomy, end of life, even retirement, caregivers are at the heart of the hottest topics this fall.
In addition to its undeniable humanist value, their commitment represents a sum of work which, if it had to be carried out by dedicated professionals, would represent a cost that can be estimated at 200 billion euros per year. Without them, our social system would be in peril. This deserves at least recognition. Above all, this deserves the mobilization of everyone to help caregivers.
Strengthen a collective and root a corporate culture
However, more than two-thirds of employee caregivers have not informed their employer of their situation. This blockage most often comes from carers’ self-censorship, a lack of attention in companies and prejudices about the situation of carers. Remember that caregivers are an asset for the company. Most often, they overcome difficult situations by demonstrating a great sense of responsibility and valuable qualities of organization and anticipation.
Human resources departments would benefit from recognizing and above all valuing more human and behavioral skills (the famous “soft skills”) of their employees in a situation of assistance. Supporting employee caregivers also means strengthening a collective and rooting a corporate culture in its social responsibility. A large majority of employees would be sensitive and proud of concrete actions for the benefit of their employee-caregiver colleagues.
Means to support these committed employees already exist (CESU-RH check, social worker, flexible working hours, donation of RTT days, etc.). Companies today need to go further and no longer hesitate to experiment with new support systems. The establishment of a system of third-party helpers, for example, could be a major step forward through the use of coordination professions such as Technician-Coordinator of Psychosocial Aid for Helpers (TCAPSA), or by subscribing to structures external agencies making social workers available.
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