Employee caregivers: a major HR issue (figures, absenteeism, retention)
11 million caregivers in France, 1 in 5 employees affected, –20% of unaccompanied productivity — the data is unequivocal. This quantified file provides HR managers with the arguments to convince their management team to invest in a caregiver policy.
Presenting an HR topic to a management team or a Board of Directors means talking about figures. The issue of employee caregivers has plenty of arguments — but they remain largely unknown to business leaders. This file compiles the most recent data on the scale of the phenomenon, its measurable impact on absenteeism, productivity, and turnover, the demographic trends that will amplify it in the next ten years, and the documented return on investment of a structured caregiver policy. These figures, put into perspective, constitute a solid convincing dossier for any HR manager or QVCT manager wishing to place the caregiver issue on their organization's agenda.
1. The scale of the phenomenon: figures that demand attention
1.1 Who are the caregivers in France in 2024?
Family caregiving is one of the most massive social phenomena of our time — and one of the least visible in organizations. In France, according to consolidated data from DREES (Directorate for Research, Studies, Evaluation and Statistics), CNSA (National Solidarity Fund for Autonomy), and annual surveys from the April foundation, it is estimated that 11 million people regularly provide support to a relative losing autonomy, disabled, or suffering from a serious illness. This figure, stable for several years, is expected to increase significantly in the next decade due to the aging population.
Among these 11 million caregivers, 4.3 million are professionally active, and this figure likely underestimates reality as many caregivers do not identify as such, even in anonymous surveys — representing about 16 to 20% of the active population. Specifically, in a company of 500 employees, between 80 and 100 employees are simultaneously caregivers. In a group of 5,000 people, between 800 and 1,000 employees juggle daily between their professional mission and their role as caregivers.
caregivers in France, including 4.3 million professionally active — 1 in 5 employees (DREES / CNSA, 2023)
dedicated on average per day to caregiving, equivalent to a second part-time unpaid job (IFOP / Novartis foundation)
average age of the primary caregiver — those aged 45-64 represent 55% of active caregivers, being the most experienced and costly to replace
of caregivers are women — an invisible gender inequality in organizations that amplifies career and engagement gaps
1.2 The real burden of caregiving: far beyond a "helping hand"
The popular image of the caregiver in France is often that of an adult child visiting their parents on the weekend. The statistical reality is very different. The national IFOP / Novartis Foundation survey on active caregivers shows that 62 % of them intervene at least once a week, 28 % every day, and 18 % ensure a presence of at least 4 hours daily. For caregivers of people with neurodegenerative diseases (Alzheimer's disease, Parkinson's, multiple sclerosis), the burden is even heavier: it often represents 5 to 8 hours a day, combined with full-time professional activity.
This burden generates chronic physical and psychological fatigue that inevitably impacts the quality and availability at work — even when the employee does everything to ensure it is not visible. Presenteeism (being present without being fully cognitively and emotionally available) is the most frequent and least measurable manifestation of this impact.
2. The impact on absenteeism: the data
2.1 Caregiver absenteeism vs. average absenteeism
The impact of caregiving on absenteeism is one of the most documented and convincing indicators for HR managers. Studies converge on a constant result: the absenteeism rate of unsupported caregiver employees is 30 % higher than that of their non-caregiver colleagues, across all professional categories. This difference can be explained by several cumulative mechanisms.
Unplanned absences (medical emergencies of the relative, hospitalizations, unexpected care appointments) account for 40 % of caregiver absenteeism — absences that are particularly costly as they disrupt teams at the last minute. Sick leaves related to the caregiver's own exhaustion account for the remaining 60 % — and they tend to be longer than average: the INRS survey on psychosocial risks shows that caregiver employees in burnout have average leave durations that are 25 % longer than those of burnouts without associated caregiving.
2.2 The direct cost of caregiver absenteeism for the company
Absenteeism has a direct cost that is easily calculable. According to the INRS valuation method, the average cost of a day of absence across all profiles is estimated at 310 to 420 euros per day (gross salary loaded + replacement, disorganization, and quality reduction costs). For a company of 1,000 employees with 200 potential caregivers, of which 30% are in a state of overload (60 caregivers in difficulty), the additional cost of absenteeism related to caregiving can be estimated at:
60 caregivers × 4.9 days of additional cost × 350 €/day = 102,900 €/year — only on absenteeism, not counting the loss of productivity related to presenteeism.
3. The impact on productivity and performance
3.1 Caregiver presenteeism: the invisible cost
Presenteeism — being physically present at work while being cognitively or emotionally absent — is paradoxically the heaviest cost of caregiving for companies, and the least identified. An absent employee is visible in HR indicators; a present but underperforming employee is invisible in those same indicators — which explains why the real cost of caregiving is systematically underestimated in organizations that only measure absenteeism — that is to say, the vast majority of French companies. However, research in management and occupational health is very clear about the true extent of the phenomenon.
A survey conducted by IFOP for the Novartis foundation (2022) shows that 62% of caregiver employees report that their caregiving responsibilities regularly affect their concentration at work. 47% report having to reorganize or interrupt a professional task to manage an emergency related to their loved one in the last 3 months. 38% report that fatigue related to caregiving visibly impacts their productivity at least 2 days a week.
| Impact reported by caregiver employees | % affected | Translation for the employer |
|---|---|---|
| Concentration regularly affected | 62% | More frequent errors, reduced quality of work, proofreading necessary |
| Professional interruptions for caregiving emergencies | 47% | Disorganization of schedules, extended deadlines, impact on team projects |
| Fatigue impacting productivity 2+ days/week | 38% | Estimated capacity reduction of –15 to –20% on these days |
| Hesitation to take on additional responsibilities | 54% | Barrier to advancement, artificial career ceiling, underutilization of potential |
| Voluntary reduction of working time considered | 23% | Risk of partial or total departure, loss of key skills |
Source: IFOP / Novartis foundation, national survey caregiver employees, 2022 — based on 1,247 active caregiver employees
3.2 The loss of productivity: a quantified estimate
By applying the reported data to estimates of productivity loss, several economic studies converge on a figure of –15 to –20% effective productivity among caregiver employees in an unaccompanied overload situation. For a company of 1,000 employees with 200 potential caregivers, if 30% are in significant overload (60 people), and if their productivity is reduced by 17% on average over their entire working time:
60 caregivers × average annual loaded salary 55,000 € × 17% = 561,000 €/year of lost productive value — not counting the absenteeism costs calculated above.
This figure, presented to the management team with clear assumptions, constitutes a strong argument for investing in a caregiver policy — the implementation cost (manager training, organizational flexibility, support measures) is generally 5 to 15 times lower than this cost of inaction.
Caregiver Employees: Supporting Without Losing Talent
The certified training from DYNSEO that transforms managers into supporters of caregivers — to reduce absenteeism, preserve productivity, and retain experienced profiles. 100% online, deployable in multi-licenses, fundable by OPCO.
Access the training →4. The Impact on Retention and Turnover
4.1 Caregiver Employees: A Profile at High Risk of Departure
Retaining caregiver employees is particularly critical as this profile combines two risk factors for departure. First, age: active caregivers are on average 57 years old and often represent the most senior and experienced profiles in organizations. Second, the situation: when the workload of caregiving exceeds the threshold of sustainability, voluntary departure or reduction of working hours is often the only option that the employee perceives as available — due to not having seen other possibilities offered by their employer.
A survey by the National Health Insurance Fund (2021) shows that 23% of caregiver employees have considered resigning in the last 12 months due to their difficulties in balancing caregiving and work. 12% have actually reduced their professional activity (part-time, mutual termination, resignation) in the last 3 years to dedicate more time to their role as a caregiver.
4.2 The Cost of Caregiver Turnover
The replacement cost of an employee depends on their job level. According to France Stratégie, it varies between 6 months of salary for a technician and 18 months for an executive. Applying this benchmark to an average caregiver profile (confirmed executive, 57 years old, 20 years of seniority, gross salary of €50,000):
Estimated Cost
Source
5. The trends that will amplify the issue in the next decade
5.1 The aging population: a predictable demographic shock
If the issue of caregivers is already significant today, demographic trends will amplify it dramatically in the next ten years. France is experiencing an accelerated aging of its population: according to INSEE, the number of people over 75 will rise from 6.5 million in 2023 to 9.5 million in 2035 — an increase of 46% in 12 years. The number of people with severe loss of autonomy (GIR 1 to 4) will increase in parallel, generating a need for human support that cannot be fully covered by the professional care sector.
of people over 75 in France between 2023 and 2035 (INSEE)
of projected caregivers in France by 2030 — compared to 11 million today
ratio of employee caregivers expected in companies by 2030 — compared to 1 in 5 today
of projected Alzheimer's cases by 2030 in France, the leading cause of severe loss of autonomy
5.2 The extension of careers: caregiving at the heart of working years
The pension reform of 2023 has pushed the legal retirement age to 64 — and to 67 for a full pension. Mechanically, this reform significantly increases the likelihood that employees will experience their most intense caregiving period (parents with loss of autonomy, 55-65 years) while still actively working — rather than in retirement. Companies that have not adapted their management practices to this reality find themselves in an increasingly uncomfortable position: retaining experienced senior employees while imposing working conditions incompatible with their growing family responsibilities.
Moreover, the employment of seniors has become an explicit political and legal issue — particularly with discussions around the senior index and agreements on the employment of older employees (Labor law, branch agreements). A caregiver policy is often one of the most effective measures to contribute to this objective, as it specifically targets the most affected age group.
6. The ROI of a caregiver policy: benchmark data
6.1 What pioneering companies are doing — and their results
🏦 BNP Paribas
Caregiver policy formalized since 2016: 10 days of caregiver leave/year, dedicated listening unit, systematic schedule adjustments. Deployed to 35,000 French employees.
Result: –18% caregiver absenteeism in 3 years — engagement score +12 pts for this profile📱 Orange
Caregiver system integrated into the QVCT agreement 2021-2024: information platform, additional leave days, extended telework without justification, enhanced EAP access.
Result: +9 pts in reported caregiver satisfaction — reduction of senior turnover by 14%🚂 SNCF
National Caregiver Week ritualized every October, network of caregiver referents in each establishment, partnership with France Alzheimer for family support.
Result: 3 times more reported caregiver employees (sign of normalization) — caregiver sick leave –22%🏥 Korian Group
Systematic training of managers on signals of suffering for caregivers, caregiver leave maintained at 50% of salary by the company (beyond the legal AJPA).
Result: return rate after caregiver leave of 94% (vs. 70% sector) — employer image ++6.2 Estimation of the ROI of a structured caregiver policy
For a company of 1,000 employees, the cost of a structured caregiver policy including manager training (via DYNSEO's certified training), a few days of additional leave, and access to an EAP can be estimated between 30,000 and 80,000 euros per year. In light of the avoidable costs calculated previously:
- Reduction of absenteeism by 15 to 25% among caregiver profiles: annual savings of 40,000 to 65,000 €
- Improvement of caregiver productivity by 10 to 15%: estimated annual gain of 150,000 to 250,000 €
- Reduction of caregiver turnover by 20 to 30%: annual savings of 70,000 to 150,000 €
- Estimated ROI over 3 years: return on investment of 4 to 8 for 1
These estimates, built from sector benchmarks, provide a solid basis for a CODIR business case — and they are generally conservative: they do not include benefits related to employer branding, the attractiveness of senior candidates, the reduction of RPS disputes, and the upcoming CSRD obligations that will make these policies mandatory in the coming years for large companies. By anticipating now, companies position themselves favorably at a lower cost than if they had to comply under legal pressure — and in the process, build a more inclusive and sustainable managerial culture that benefits all employees, not just caregivers.
8. The employer brand challenge: caregiving as a cultural signal
8.1 The caregiver policy as an attractiveness argument
Beyond the direct ROI on absenteeism and turnover, the caregiver policy generates a measurable employer brand effect that tends to be underestimated in traditional ROI calculations. In a talent war context — particularly intense for the senior and expert profiles that caregivers predominantly represent — a company's ability to demonstrate that it supports its employees in their difficult life situations has become a strong differentiation argument.
Glassdoor and LinkedIn Talent Solutions surveys show that 78% of active and passive candidates, across all generations, consider the work-life balance policy as a decisive criterion in choosing an employer — and caregiver provisions are a concrete signal, beyond empty phrases about "well-being at work." A company that mentions its 10 days of caregiver leave in its job postings attracts and converts better in the 45-60 age segment — precisely the segment where rare skills are the hardest to recruit.
Moreover, employer evaluation platforms (Glassdoor, Indeed Reviews, Welcome to the Jungle, LinkedIn Recommendations) are very sensitive to testimonials from employees who have experienced a caregiving situation in the company — positively or negatively. An employee who has been supported and has been able to maintain their career thanks to their company's assistance becomes a powerful organic ambassador. Conversely, a caregiver employee who has resigned due to lack of support often leaves a negative review that affects qualified candidates for years.
8.2 The CSR and ESG dimension: caregiving in sustainability reports
The CSRD (Corporate Sustainability Reporting Directive) requires large European companies to publish standardized non-financial data on their social practices — including working conditions, risk prevention, and work-life balance provisions. Indicators related to caregiver employees (number of days of caregiver leave taken, available provisions, usage rates, workplace health indicators) are expected to gradually integrate into these ESG reports.
Companies that have already structured their caregiver policy — with tracked data and documented indicators — have a head start on upcoming reporting obligations. They can also promote this policy to their investors, major clients (who are increasingly attentive to the social practices of their suppliers under the duty of vigilance law), and their institutional partners.
⚖️ The legal environment that justifies acting now
- Art. L4121-1 Labor Code : employer's obligation of safety — the prevention of psychosocial risks includes caregiving situations that generate overload
- Caregiver leave (art. L3142-16 to L3142-27) : legal right to 3 renewable months, maximum 1 year over the career — the employer must inform employees of this right
- AJPA (Daily Allowance for Caregivers) : 69.65 €/day for a single person, 58.59 €/day for a couple (2024) — funded by CAF, not the employer
- Donation of rest days (Mathys law 2014) : adaptable to adult caregivers by company agreement — a simple mechanism that impacts the internal employer brand
- DUERP : risks related to caregiving must be documented in the psychosocial risk section — their absence is a potential non-compliance
- Mandatory QVCT agreement (companies ≥ 50 employees) : QVCT negotiations are an opportunity to integrate formal commitments regarding caregivers
- Comparative situation report / caregiver index : some organizations voluntarily publish caregiver indicators in their CSR report — a trend that should be formalized in CSRD regulation
To deepen the legal obligations of the company regarding the prevention of psychosocial risks — which include risks related to caregiving — the DYNSEO training Psychosocial Risks (PSR): the role of the proximity manager is a structuring resource. For companies wishing to train their teams in mental health more broadly, the training Mental Health at Work: freeing speech and knowing how to guide naturally complements the program.
❓ FAQ — Figures and HR issues of caregiver employees
1. How to accurately identify the number of caregiver employees in our company?
There is no perfect method, as caregiving is a personal situation that many employees do not spontaneously declare. Three complementary approaches: an anonymous survey integrated into your annual engagement survey (simple question: “Are you a caregiver for a relative?”) which provides a statistical estimate; the creation of a voluntary declaration system with confidentiality guarantee (“Declaring your situation gives you access to the following services”); and extrapolation from national data (1 in 5 employees on average). Regardless of the approach, the result will be underestimated compared to reality — undeclared caregivers are the majority in most companies.
2. What HR indicators should be monitored to measure the impact of the caregiver policy over time?
The indicators to monitor fall into three categories. Direct impact indicators (absenteeism by profile, average duration of absences, turnover by age group) — compare before/after the policy. Engagement indicators (eNPS or satisfaction score, participation rate in caregiver services, number of declared caregiver employees) — progress indicates the normalization of the subject. Cost indicators (average cost of a caregiver departure, cost of caregiver absenteeism vs. non-caregiver) — allow for continuous ROI calculation. A quarterly dashboard with these 6 to 8 indicators, presented to the executive committee, creates the necessary visibility to maintain investment over time.
3. Is the cost of a caregiver policy fundable through OPCO or the skills development plan?
Yes — training managers to support caregiver employees is a professional training action eligible for OPCO funding and can be integrated into the skills development plan (PDC). The DYNSEO certified training “Caregiver Employees: Supporting Without Losing Talent” is certified Qualiopi No. 11757351875, making it eligible for OPCO funding in all sectors. For companies with fewer than 50 employees, pooled OPCO funds can cover up to 100% of the cost. For large companies, negotiating with OPCO for a group deployment allows for favorable pricing conditions.
4. Do the figures presented in this article apply to SMEs as well as large groups?
The ratios (1 in 5 employees, -20% productivity) are averages that apply regardless of the size of the company. Absolute values obviously vary with size. For an SME of 50 employees with 10 potential caregivers, cost calculations are directly proportional. The main difference between SMEs and large groups is the ability to implement formal systems (EAP, caregiver assistance service) — SMEs often resort to pooled solutions (caregiver associations, sector platforms). Training managers remains the investment with the quickest and most accessible impact regardless of the size of the company.
5. Why do women represent 70% of caregivers and what does this imply for HR?
The overrepresentation of women in the caregiver role reflects a deeply rooted structural gender inequality in the distribution of care in France — women statistically assume the majority of family care tasks, even when they work full-time. This inequality is not inevitable — Nordic countries show that it can be significantly reduced through appropriate public policies — but it is currently a structural fact that French companies must integrate into their analysis. For HR, this means that caregiving is an amplifying factor of existing gender inequalities in the company: a female caregiver who is not supported in this role will refuse promotions, reduce her working hours, or leave the company — fueling representation gaps in management positions. The caregiver policy is therefore also a professional equality policy — an additional argument for its integration into gender equality plans and professional equality index reports.
6. How to integrate caregiver data into the CSRD sustainability report?
The CSRD (Corporate Sustainability Reporting Directive), gradually applicable from 2024 for large companies, imposes sustainability reports including social data on employee working conditions. The “S1” (own workforce) section of the CSRD includes indicators on quality of life at work, prevention of psychosocial risks, and measures for work-life balance. Data on caregiver employees — declared number, systems implemented, monitoring indicators — are natural elements of this reporting. Pioneer companies on caregiver policy have a head start on this mandated reporting.
7. What is the impact of the 2023 pension reform on the caregiver issue in companies?
The increase in the legal retirement age to 64 has a direct impact on the prevalence of caregiving in companies. The period of life when caregiving is most intense (very elderly parents, 55-65 years) will now systematically coincide with years of professional activity — and no longer with the early years of retirement. Concretely, this means that companies will see a significant increase in the number of senior employees (55-64 years) in intensive caregiving situations. The pension reform thus makes the caregiver policy even more urgent than it was — and reinforces the natural connection between caregiver policy and the employment retention of seniors.
8. How to build a convincing caregiver business case for a skeptical executive committee?
A convincing executive committee business case on caregivers rests on four pillars: data (scope of the phenomenon in your sector, national ratio of 1/5), calculated costs (absenteeism, productivity, turnover — by applying the ratios in this article to your own workforce and payroll), documented ROI (benchmarks from pioneering companies, return of 4 to 8 for 1), and legal obligation (RPS, DUERP, CSRD). The presentation should be quantified, specific to your company (estimates based on your workforce and average salaries), and conclude with a three-phase action plan with minimal initial investment — often training first-level managers is sufficient to initiate the process.
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