Tips from EfC members involved in carers networks:

1 Myth busting and changing perceptions. 

Think about how you can not only bust myths about carers but also actually change perceptions, especially among senior managers.  Senior role models are essential so that senior managers can see themselves ‘reflected’ in the issue. Networks also need to be seen as relevant to senior managers as well as to staff at other levels and as a helpful resource, not another problem. For example, managers in EfC private and public sector organisations have signposted staff to their organisation’s carers network or support group; the practical support that such networks give to carers can also help to alleviate pressures on busy line managers.

2 Networks can reach the parts that other support can’t reach. 

Networks, especially peer support among carers, can provide the informal help that can really make a difference for carers. This includes practical tips from people who have been in a similar situation and emotional support which can help carers to feel less isolated and manage stress. While there will always be a challenge in meeting some people’s’ expectations about what sort of assistance networks can provide, they can play a valuable role in signposting to sources of practical help, whether this is peer support, workplace policies and provisions or accessing external services. 

3 Networks can play a practical role in communicating support. 

By reinforcing key messages about what workplace support is available and how to access it, networks can help save time for line managers as well as communicating information to employees. Policies must be ‘obtainable’, i.e. it is no good just having good policies for carers on paper if people do not feel comfortable using them. So networks can play a useful role in working with HR teams to communicate the message that it is OK to be a carer and that people are successfully taking up the support on offer. They can also help to foster a ‘trust based’ relationship between line manager and employee and thereby enhance motivation and loyalty. Carers have reported that even if they do not take up the support on offer such as accessing networks, just knowing that help is there if needed has made them feel much more supported and motivated at work.  

4 Networks can therefore be a benefit to managers too.  

Any communications about networks should also highlight to managers the practical support they can provide for carers among their staff. Networks should be seen as a useful resource to which line managers can signpost carers in their teams. Communications to managers could also signpost to any practical support which may be available for managers in the workplace such as tips on supporting carers, dos and don’ts etc. (Practical guidance and tips for managers are available from EfC including on the website.) 

5 Carers need support at all levels of the organisation. 

Although concerns are sometimes expressed about carers’ networks being used mainly by support staff, it is often these staff who are in most need of help. They are less likely to have the support mechanisms of higher paid colleagues who may be in a better position to pay for additional care and support or have a partner who can afford to give up work to help with care. Senior managers are also more likely to have greater autonomy in terms of their diaries and working flexibly etc whereas employees at lower levels often have less choice. However, it is often through peer support that carers receive the best support and practical advice and this applies across all levels of an organisation. 

6 People who are not ‘joiners’. 

Some individuals are not ‘joiners’ so may never register for a network or attend meetings, whether face to face or virtual. Networks therefore need to consider how they provide information and support for carers when (and in which forms) they need it. They should also be publicised to all staff so that future carers and former carers are aware of them. Some former carers play a valuable role in mentoring and supporting carers. 

7 Language. 

Although there are published definitions of who we mean by carers (including, for example by EfC and Carers UK) employers and networks need to keep defining who they mean by ‘carers’ as many people do not see themselves in this role. Publicity and information needs to raise questions such as ‘do you look after’ a relative, partner or friend etc rather than ask ‘are you a carer?’ Organisations and networks also need to keep cross referencing all policies which are relevant to carers. 

8 Career mobility and progression. 

Working with their carers networks, some employers such as BT have sought to ‘normalise’ care in the workplace, including facilitating career mobility and progression. The introduction of the BT Carers’ Passport has had an enormous impact, enabling carers to move around the organisation with their terms and conditions intact. It has also helped to lessen the impact of changes in line manager which can be disruptive for carers. Another example of good practice reported by the Ministry of Justice arose from the identification of career progression problems for carers in their annual staff survey. As a result, working with the carers’ network, a 3 day non residential course was developed looking at where next for carers. A mentoring scheme for carers was also set up providing telephone support from a carer, or former carer, on the grade above.  

9 Virtual networks can provide cost effective support. 

During the current tight economic times there are real benefits in flexible networks which can provide support for carers virtually (as well as face to face). Rather than viewing employee networks as a cost, this type of network should be considered as an inexpensive and time saving way of providing support which can benefit both carers and managers.  Some employee surveys have also revealed that carers prefer online contact as this can be more anonymous, flexible and discreet (although face to face contact is also highly valued for some forms of support). Virtual networks can also be helpful for employees who are caring at a distance as well as for those working remotely. 

10 People in different operational roles. 

Some carers will be unable to participate in face to face or virtual meetings because of the nature of their roles. For example fire fighters, train drivers and some police officers have complex shift patterns and/or may not have access to a computer in their workplace. So in these types of workplaces networks need to advertise themselves and the information and support available through a variety of mechanisms including leaflets, posters, awareness raising events and mobile phones. EfC has piloted a model with London Fire Brigade for an “anytime, anywhere” carers network and website resource, LFB Carers Connect, which carers can access wherever they are – work, home or elsewhere by PC, tablet or phone, on an ongoing or “one off” basis. (More information about this model, which may be of interest to other employers, is available from EfC.)

11 ‘Knowledge calls’. 

These are potentially an excellent way of reaching large numbers of people effectively particularly in ‘time poor’ organisations. BT’s first dementia call attracted 450 registrations. Because of the nature of the subject this brought in a wider range of people including some who would not necessarily have identified themselves as a carer. It was chaired by a member of the network and included an expert on dementia from UCL. The information from the call was stored on the staff intranet and sent out to everyone who registered. While BT was clearly particularly well equipped to do this because of the nature of its business this idea could be adapted by other organisations. Some, for example, have run awareness raising events for staff on dementia and other health related issues.  

12 Early intervention and the ‘six week window’.

Some organisations have identified a critical six week period when someone who has just become a carer – or who has just realised that they are a carer – needs to access help and information on a whole range of fronts. This is the real challenge when people may be most vulnerable to dropping out of the workforce to care or to feeling that they have to take time off either as annual leave or sick leave. Carers have described this initial phase as ‘like being a rabbit in the headlights’. Tackling this situation means both upskilling carers’ networks so that they are better equipped to support carers (e.g. some provide help by alerting other members by email) and educating line managers to be aware that these situations may arise at very short notice (i.e. that anyone on their team could become a carer overnight).