Abstract: Unpaid family care for aging parents, children, and relatives with illness or disability has become one of the most widespread and least visible forces shaping employee performance and retention. This article synthesizes recent national data, including the AARP and National Alliance for Caregiving's Caregiving in the US 2025, Bureau of Labor Statistics time-use estimates, and the University of Kansas Care Board's October 2026 release, alongside peer-reviewed research on work-family conflict, family-supportive supervision, and randomized workplace interventions. It describes how caregiving shows up at work as schedule disruption, reduced hours, declined promotions, and exits, and how those costs fall unevenly on women, hourly workers, and mid-career talent. Five evidence-based responses are examined: making care visible, training family-supportive supervisors, redesigning work for schedule control, offering inclusive caregiving leave, and building equitable care infrastructure. Organizational examples from technology, financial services, energy, insurance, professional services, health care, and retail illustrate each response. The article closes with three pillars for long-term care readiness: measurement, equity by design, and a culture of shared care.
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