Companies often assess risks such as supply chain disruptions, cyberattacks, and market changes. But one hidden risk is overlooked: caregiving. Many employees care for children, partners, or elderly parents. About 63 million Americans do this, and 61% work at the same time. Sadly, 70% of these caregivers face job issues like missed hours, fewer chances for promotions, or leaving their jobs. This costs workers up to $3 trillion every year. For companies, the cost is also high, with losses of $17 to $33 billion annually due to absences and staff turnover, says the Council of Ageing.
Despite these staggering costs, caregiving has historically been overlooked in workforce strategies. As Jess Ringgenberg, cofounder of ELIXR, points out, “Caregiving was never part of organisational planning or operations.” That perspective may finally be changing. On February 18, 2026, ELIXR launched CareConscious, a new system designed to help companies identify and mitigate caregiving-related risks, marking a crucial step toward truly understanding the human factors that impact business resilience.
The Leaky Bucket: The Place Where Talent Slips Away
Companies continue to pour money into recruitment, refine leadership pathways, and proclaim diversity goals. Yet, beneath the surface, something is leaking. Research by Jonathan in 2025 shows that one in three women in mid- to senior-level roles has considered reducing or quitting their work due to caregiving responsibilities. These aren’t isolated cases; they reveal a systemic issue. The 2025 AARP caregiving report estimates that over 53 million unpaid caregivers in the U.S. are juggling full-time work. In India and across Asia, the burden of informal caregiving is even heavier.
The Perception Gap is even more striking: a 56% gap between employer perceptions (24%) and employee experience (80%) regarding the impact of caregiving. Additionally, 27% have shifted to part-time, and 16% have declined a promotion.
This isn’t a matter of ambition. It’s about a fundamental absence in the system. We are not losing women to better offers; we are losing them because of the systemic issues that keep them at home. That outdated assumption is costly and holds progress back.
The Economy No One Counts: The Shadow of the $11 Trillion
Unpaid caregiving, if recognised as a separate economy, would dominate the global financial landscape. The latest estimates place the value of unpaid care work at over 11 trillion dollars annually, surpassing the GDP of most countries and outstripping entire industries. Yet, it remains invisible, unrecognised, and off the books.
The silent workforce carries profound implications. A 2025 Harvard Business School study highlights a significant risk: workforce disengagement. Employees show up physically, but are mentally drained, caught in what can be called human gravity, a force pulling focus away from performance.
This gravity isn’t due to a lack of commitment; rather, it’s the result of being overwhelmed by the multiple engagements. As this internal pull intensifies, performance gradually diminishes quietly, systemically, and invisibly
Understanding this dynamic is crucial. Behind the scenes of corporate decline and disengagement lies an often-overlooked truth: the invisible weight of unseen labour shaping our economic and social realities.
Shift From Exit Interviews to Infrastructure
The most forward-thinking CEOs are now asking a different question: Why did she leave? But: Why couldn’t she have stayed? The same blind spot that sinks VC-backed startups without real people plans shows up here too; care has shifted from a personal concern to a crucial element of corporate infrastructure. From 2025, this shift is accelerating as companies increasingly introduce eldercare services, flexible work arrangements, and caregiving support not as mere perks, but as strategic tools for retention.Â
The math is straightforward: replacing an experienced employee costs between 1.5 and 2 times their annual salary, while supporting them costs a fraction of that. Yet, many organisations still view caregiving as just an HR checkbox. It’s far more than that; it’s as fundamental as internet access, electricity, or supply chains. Without it, operations grind to a halt. Recognising this isn’t just good practice; it’s essential for sustainability in a modern, human-centred corporate landscape.
The New Power: When Support Drives Growth
Imagine caregiving support as a powerful force multiplier. Flexible work hours, subsidised child care, paid family leave, and eldercare assistance each appear as an advantage on its own. Together, they form a vital capacity that transforms workplace dynamics.
A 2025 study reveals that companies offering structured caregiving support see up to a 25% boost in women’s retention in leadership positions, along with higher engagement scores across teams. When personal stress is reduced, focus shifts back to professional excellence.
This is no act of generosity; it’s a strategic move. Retention today isn’t about benefits; it’s about reclaiming time, restoring balance, and empowering talent. In this new era, supporting caregiving isn’t just a gesture; it is a core business imperative that unlocks long-term value and resilience.
Frequently Asked QuestionsÂ
1. Why should caregiving be treated as a business risk, not a personal issue?
Because it quietly drains productivity and retention, just like any other risk companies plan for. It just hasn’t made the list yet.Â
2. What does it actually cost to lose a caregiving employee?
More than people think. Replacing someone usually costs 1.5–2x their salary — way more than supporting them would’ve.
3. What kind of support actually helps?
Nothing fancy: flexible hours, some eldercare or childcare help, and leave that doesn’t punish people for stepping away.
4. Why do employers miss how much this affects their teams?
Because it’s invisible. People show up, sit through meetings, and still quietly check out under the pressure.
