Author:

Abstract:

9 to 15% of the population belongs to the Sandwich generation in which a job is combined with a dual care task for a younger and older generation. This share will increase further in the coming years as a result of a number of demographic and social developments such as an ageing population, dejuvenation, longer careers and socialization of care. These employees usually know their way around: they use different combination and coping strategies to combine work and private life and know how to achieve a fragile balance. Moreover, figures prove that this phenomenon is no longer just a women's issue: more and more men are taking on caring responsibilities, so the gender differences in taking on caring responsibilities are becoming smaller. Nevertheless, these employees are under pressure, especially when the gravity of care suddenly increases. In that case, the physical health, subjective well-being and commitment of these employees can strongly decrease. The consequences of this increasing pressure on Sandwich Generation are that absenteeism for this group is higher, and this can have a final negative impact on the functioning of your organization. Conversely, as an organization committed to reducing work-family conflict generates benefits. Previous research (e.g. Hammer, 2011; Straub, 2012) has shown that family support leadership for Sandwich employees leads to fewer conflicts between the work and the family domain, which in turn leads to lower turnover intentions, higher job satisfaction, better physical health, higher subjective well-being and engagement. In addition, it also appears that family supporting behaviour among managers can have a lot of positive spill-over effects towards other target groups of employees, and thus can not only motivate members of the Sandwich Generation. And there is still hopeful news, this family supporting behaviour of managers is not a personality trait but can be learned and strengthened. Earlier research (Hammer et al, 2012) into the effects of a training program specifically aimed at the development of family supporting leadership already showed that this behavior can be stimulated and that training can effectively lead to sustainable employability. Organisations therefore have every interest, within the framework of a sustainable career policy, in proactively supporting these so-called 'Sandwich Employees' by raising awareness and coaching managers and HR managers. And this is exactly what this workshop aims to respond to.