This document discusses the impact of employee caregiving from an employer perspective. It finds that caregiving employees have higher rates of chronic pain, diabetes, depression, and heart disease than non-caregivers. Caregiving also leads to lower productivity through absenteeism and presenteeism, as well as higher turnover. As a result, caregiving costs U.S. businesses $13.4 billion in increased healthcare costs and $17.1-33.6 billion in lost productivity annually. The ReACT coalition works with employers to address these challenges and support employee caregivers.

1. Caregiving Impact
Employer Perspective
Alzheimer’s disease
•Most commonly reported disease requiring
care by an employee
Chronic Pain
As a Corporation •Caregivers are 35-50% more likely to
experience chronic pain
Promote Health
Stroke
•5th most commonly reported condition
requiring care by an employee
Employee Caregiving
Impact: Diabetes
As an Employer As a Payer •Twice as common in caregivers than non-
•Lower Productivity caregivers
•Presenteeism Work Product Company’s
•Absenteeism and Efficiencies Healthcare Health risk behaviors
•Smoking is higher among caregivers
Cost
•Decreased Retention
Depression
•Risk strongly correlated with caregiving
Heart Disease
•Three times more common in caregivers
1

2. Caregiving Impact
Additional Perspective
Every year, employers assume $13.4 billion in increased health care costs for caregiving
employees
Lost productivity to U.S. business for caregiving employees is estimated at $17.1 to $33.6 billion
annually
Cost of replacing experienced workers can range from 50-150% of their annual salary
“Aging will make it hard for governments to deal with mounting financial pressures. It may
be time to rethink our policies towards work.”
– Jean-Philippe Cotis, Chief Economist, OECD
My Administration's Middle Class Task Force, led by Vice President Joe Biden, has made supporting family caregivers a
priority, and we are working to assist caregivers as they juggle work, family, and financial responsibilities.
– President Obama, Proclamation for National Family Caregivers Month, 2010
Source:
•Mature Market News, “The MetLife Study of Working Caregivers and Employer Health Care Costs” 2010..

3. ReACT is an employer-focused coalition dedicated to addressing the challenges faced by
employee caregivers and reducing the impact on the companies that employ them.
ReACT seeks to create a business environment where the unique challenges of caregiving for
adults with chronic diseases are understood and recognized by employers to ensure caregivers
feel supported and have the resources they need to better meet their personal responsibilities
for caregiving and their professional demands.
ReACT engages leading corporations and thought-leader organizations including: Aetna,
Cleveland Clinic, Gallup, Georgetown University, Gundersen Lutheran, Healthways, Johnson and
Johnson, Mercer, Microsoft, M.I.T Age Lab, MWV, National Alliance for Caregiving, Pfizer,
United States Chamber of Commerce, and Alzheimer’s Association

4. Employee Caregiving and ReACT
Structure Mirrors Reality
Employee Caregiving ReACT Organizational Structure
Not a simple 1:1 relationship, rather a ReACT is not a formal organization –
network of committed individuals rather a loose coalition of committed
individuals from companies that
understand the issue.
Not about 1 issue – about many ReACT representatives are not only HR
professionals – but from a wide range of
functions within our members’
organizations.
Caregiving is not a heroic event around a Executive level support from ReACT
brief crisis, rather it is about an enduring member companies sustains the
commitment. implementation of the vision

5. ReACT(ions)
Create Employer Action
2011 2012 2013
Foundational Research
Employer Thought-
Leadership
• Surveyed 3,500 • “how to”
employee • Modeling toolkit
caregivers project
Employee Employer
Impact Solutions Toolkit
3 Focus Areas
Launch Caregiver Remote
Connectivity Technology Pilot Technology Tool
Incubate
Pilot w/ ReACT
Near Finalization Companies’
Anticipated Launch in July employees
Amplify

6. What Employees Need
Preliminary Model
Higher Driver of Job Satisfaction
Highest ROI / Current Key Job
Largest Uncapitalized Satisfaction Driving
Potential Variables
Emotional Distress
Employee Assistance
Program
Assisted Living and
Nursing Home Counselors Unpaid Vacation or Leave
That can be Used for
Caregiving
Flex Time
Access to Financial or Allowance
Legal Advisors Substantially
Poorly Experienced
Experienced in U.S.
in U.S. Workplaces
Workplaces
Access or Recommendation Paid Vacation or Leave
to Relevant Support Group That Can be Used for
Caregiving
Paid Sick Leave That Can
Health Counselors That be Used for Caregiving
Provide Information about
Conditions Unpaid Sick Leave That
Can be Used for
Caregiving
Low Priority for Low Driver of Job Satisfaction Low Return on
Future Investment Further Investment
Based on ReACT Gallup/Healthways data