The line manager's role in supporting working parents and carers

Managers who are trained to support employees are key to staff retention and engagement and, therefore, an invaluable asset to the company.

A growing number of your people are raising children while also supporting an ageing parent or relative, a group often called "sandwich carers."

Understanding their mental health needs, and equipping line managers to respond well, should be a core part of workforce strategy.

Why this group needs a different approach

The sandwich generation has grown from 1.9 million people in 2015 to 2.8 million in 2025: a 47% increase. They now make up 8.5% of the UK workforce.

Sandwich carers spend 22 hours a week on caring duties on top of work and family life, which amounts to a second part-time job.

By age 50, there is a 50% chance of either being a carer or being cared for. Women tend to take on caring roles in their 40s, and men in their 50s - the years of peak career responsibility. That makes this a leadership pipeline issue, not just an individual one.

It's also why generic mental health support tends to miss the mark for this group.

Carers report near-universal tiredness and stress, and 1 in 3 say they feel lonely often or always. More than two-thirds (67%) say they struggle to balance work and care, and 16% leave roles or turn down promotions.

A single wellbeing day or a link to an EAP doesn't account for a situation that's ongoing and unpredictable. What most carers are missing isn't more awareness, it's practical help - from someone who understands the nuance of care.

Strategy and policy: The role of line managers

Because so much of this plays out quietly, line managers are often the first point of contact when someone starts to struggle, and sometimes the only one.

Many employees never think of themselves as "carers." But a manager can notice dips in performance, more stress, or difficulty keeping to usual hours.

A simple framework helps managers to respond:

Spot. Notice patterns of change before you assume the cause. These signs don't confirm anything on their own, but they're worth a supportive conversation.
Support. Use calm, non-judgemental language. Start with a factual observation ("I've noticed you've not quite been yourself recently"). Let the employee decide how much to share and be honest about confidentiality and the limits of your role.
Signpost. Managers aren't expected to solve complex care situations themselves. Their job is to point employees toward the right support, whether that's HR, occupational health, or specialist help providers. On their side, they can propose the necessary adjustments - like flexibility or workload changes.

That conversation should also cover statutory entitlements, including unpaid leave under the Carer's Leave Act, so employees know what's available.

Getting this right matters at scale: giving employees somewhere to turn, training managers to signpost early, and supporting carers before problems show up at work, rather than after.

Building this into policy

A lot of companies have recently introduced flexible working policies, which can help with this.

Of course this is impactful, but it doesn't touch the administrative, financial and legal complexity many carers are quietly dealing with, which is often where the mental strain comes from.

There are a few other ways to make a big difference:

Manager training: This way, signposting doesn't depend on one manager's instincts
Clear policy on adjustments and leave: This means support is a right rather than a favour
A named support route: So that managers have somewhere concrete to point people to
Visibility at leadership level: To ensure that caring responsibilities are treated as a workforce issue, rather than being seen as an individual one

The benefits of improved support are twofold: data shows that employees who feel supported stay more focused and engaged at work, and it’s also a key retention tool.

For employers, it's one of the most effective ways to hold on to your experienced, mid-career staff.