2026 FHI Findings: 3 critical actions for HR leaders to take to support the modern caregiving workforce

The latest data from Cleo’s Family Health Index™ (FHI) Annual Report has made one thing clear: caregiving is no longer a “niche” employee issue—it is a material driver of workforce resilience and healthcare cost risk.

With 73% of the workforce now balancing caregiving responsibilities, HR leaders are facing a hidden crisis. The physical and mental toll is disproportionately impacting women, particularly those in midlife where complex caregiving roles (the sandwich generation) collide with health transitions like perimenopause.
The business implications are stark. High-risk caregivers incur 67% higher medical costs—averaging $1,000 PMPM compared to $600 for lower-risk peers—and suffer significant productivity losses.

To move from reactive support to a proactive strategy that aligns with both people and financial goals, here are three essential actions HR leaders should take today:

1. Make the “invisible” visible with real-time risk data

Traditional benefits often wait for a crisis to occur—a last-minute leave of absence or a mental health breakdown. To protect your workforce, you must identify risk factors before they escalate into high-cost claims. CFOs prioritize quantifiable outcomes, and identifying these “hidden” drivers—like productivity loss and burnout-driven leaves—is essential for demonstrating ROI.

• Action: Implement multi-dimensional burnout assessments like the Family Health Index to quantify risks such as mental health strain, self-care deficits, and social isolation.
• Why it matters: 34% of Cleo members are currently identified as high risk for burnout. By making this risk measurable, you can intervene early to avoid preventable leaves and attrition, which are far more expensive than providing a proactive support.

2. Prioritize support for sandwich generation employees, particularly women

The data reveals a peak burnout period: 46% of women caregivers ages 40-54 are at high risk. This demographic often represents your most experienced and high-earning talent—the very group whose loss carries the greatest business impact.

• Action: Bridge the gap between clinical medical visits and daily life by providing specialized support for menopause management alongside eldercare and child care resources.
• Why it matters: Caregiving burden significantly worsens menopause symptoms. Supporting this sandwich generation is not just a wellness initiative—it is a critical talent retention strategy to prevent high-performing women from being forced to scale back or exit the workforce entirely.

3. Build caregiver self-efficacy through concierge guidance

The largest disparity between low-risk and high-risk caregivers is confidence. Only 36% of high-risk members feel confident in their ability to access the right support, compared to 82% of low-risk members. Empowering employees to manage their mental load directly restores their capacity to perform at work.

• Action: Offer concierge-level support and 1:1 guidance, such as through support like Cleo Guides, that helps employees navigate the complex care and benefit ecosystem—from vetting child care to identifying centers of excellence.
• Why it matters: When caregivers improve their FHI scores through targeted guidance, they yield an average of 64 hours of saved productivity annually. For an employee earning approximately $94,000, this translates to over $4,000 in annual productivity savings.

The bottom line

By taking these actions, HR leaders can mitigate cost escalation, protect their most experienced talent, and build a truly resilient, modern workforce that satisfies both the board and the bottom line.