28.11.2024 Sabrina Ludwig 2467

Chronically ill at work: how managers can provide support

People with chronic illnesses often have to deal with challenges on a daily basis that healthy people can hardly imagine. These experiences make them particularly resilient and competent employees. Find out how you as an employer and manager can best support chronically ill employees and why this has a positive impact on the performance of your entire team.

The article was reviewed and written in collaboration with Ute Falkner, life coach, health consultant and resilience trainer.

Diversity and inclusion have long been important topics on the agenda of many companies. However, one aspect is often overlooked: integration and dealing with employees with chronic illnesses.

In Germany, around 40 percent of the population suffer from one or more chronic illnesses. This includes many working people who are still in the middle of their working lives despite their health restrictions. This is shown in a study by the Health Knowledge Foundation, which, in collaboration with the Allensbach Institute for Public Opinion Research, analyzed a representative population survey specifically for the information needs of people with chronic illnesses.

Chronic illnesses: an urgent employer issue

The figures make it clear that supporting chronically ill employees is by no means a minor issue. What makes it even more urgent is demographic change. Dr. Ralf Suhr, Chairman of the Board of the Health Knowledge Foundation, points out: "In an ageing society, the importance of chronic illnesses will continue to increase". For employers, this means they should establish support measures and education within the company. Our society is ageing, and with it the average age of employees. Even today, a team of ten people is likely to have one team member suffering from a chronic illness.

A company should support employees with chronic illnesses in order to promote social justice, ensure their long-term employability and create an inclusive, high-performance corporate culture. Value-driven management can strive for equal opportunities by promoting diversity and supporting disadvantaged groups. Furthermore, inclusion of all employees is always a benefit for the company itself and the employer branding of companies.
 

The "super skills" of chronically ill employees

Chronic diseases cannot be uniformly defined. They can be physical or psychological in nature and range from osteoarthritis and back pain to anxiety disorders or depression. While some chronically ill people can lead almost normal lives, others are severely restricted or even impaired. What they all have in common, however, is that the illnesses are long-term, cannot be completely cured and require regular medical treatment. 30 percent of chronically ill people live with their illness for 20 years or longer (Health Knowledge Study).

Many chronically ill people often have to deal with the symptoms of their illness on a daily basis. Healthy people usually cannot imagine this challenge. Chronic pain, operations, taking medication every day - these are all experiences that make chronically ill people particularly sensitive to "healthy working". In other words, they are transformation experts and contribute to burnout prevention for the entire company. For example, by setting an example of consciously taking breaks, using ergonomic work equipment and encouraging their colleagues to slow down or do movement or breathing exercises together.

Calm, resilient, empathetic: a benefit for the whole team

People with chronic illnesses have special "super skills" - strengths and competencies - that can significantly enrich a company and the team:

Resilience and composure: Constantly dealing with the illness trains the ability to cope with setbacks and adapt quickly to new situations. For example, anyone who has undergone several operations and knows what it feels like to hand over control of the course of the illness to professionals may also be able to react appropriately in pressure situations.

Time management: Many chronically ill people have to manage their energy carefully. They often have to attend medically necessary appointments in the middle of the day, as there are long waiting lists for specialists and they cannot choose the day and time themselves. They therefore often develop exceptionally good time management skills and work particularly efficiently in order to be able to complete their tasks even on less busy days.

Empathy and the ability to work in a team: People who live with health challenges on a daily basis often show a high degree of empathy. They are good at putting themselves in other people's shoes and also bring this ability to teamwork.

Advantages of chronically ill employees for the entire company

In addition to these three skills, there are other benefits that chronically ill employees bring to the company as a whole and which help to strengthen the corporate culture and improve company performance:

1. innovative problem solutions

Those who are regularly confronted with health problems develop a creative way of thinking in order to overcome obstacles. This ability to look at problems from different angles can be a great advantage in business decision-making situations.

2. culture of mindfulness/health culture

Employees who experience chronic illness in the company sensitize their colleagues and superiors to the topic of health and mindfulness. This can lead to a more conscious and health-oriented way of working.

3. long-term loyalty

Companies that support employees with chronic illnesses and enable them to make the necessary adjustments often benefit from increased loyalty. This gratitude often manifests itself in long-term commitment and a high level of motivation.

Tips on how managers can support chronically ill people

However, many managers do not know how to support employees with chronic illnesses. Managing professionally and appreciatively can. Many chronically ill employees, on the other hand, do not have the confidence to disclose their illness for Worried about losing their job or being perceived as less resilient and capable. In order to break the taboo, companies should create an empathetic and solution-oriented environment.

What does that mean in concrete terms?

Establish a culture of openness and transparency

An open corporate culture should prevail so that employees with chronic illnesses can address their challenges with their team leaders without fear of discrimination or negative consequences. The following measures are helpful in establishing this:

1. you should know or find out whether your management is open to such a corporate culture and initiative. Put the topic on the agenda with your management. For example, the management can offer employees themselves a "meet the boss" to get into conversation together.

2 A fundamental basis for an open culture of discussion is what is known as psychological safety in teams. This means that members can express themselves honestly, ask questions or admit mistakes without fear of negative consequences.

3. Health Days offer an ideal opportunity to inform all team members about the challenges of chronic illnesses and to draw attention to the benefits that affected team members have for the company.

4. a Multiplier training "Mental health first aid" trains employees to become competent first aiders for psychological emergencies. In the training, participants learn to recognize mental stress and to understand the development of mental illnesses in themselves and their colleagues.

5. knowledge about chronic diseases, their impact on work performance and mental well-being, and the ability to respond appropriately to situations should be promoted through targeted training for managers.

Promote flexibility in everyday working life

Flexible working, home office options or alternative working time models can help to make everyday working life easier for chronically ill employees. Many chronically ill people have to adapt to the conditions of the healthcare system and, for example, attend medical appointments in the middle of the day, as specialist practices are usually fully booked for a long time.

It is therefore important that managers allow their affected team members flexibility in terms of time and at the same time trust that employees will catch up on their work.

Guide for employers: Dos & Don'ts

If a team member "comes out" with a chronic illness, a conscious and sensitive approach is crucial. Incorrect behavior can quickly lead to frustration, misunderstandings and even legal disputes.

Here is a guide that can help you as an employer and manager.

Dos:

Don'ts:

Conclusion

Employees with chronic illnesses can be an asset to companies. However, managers should be sensitized to deal constructively and appreciatively with the special challenges that come with supporting these employees. Companies that recognize and promote this potential not only benefit from exceptional skills such as resilience and creativity, but also create a healthy, diverse and inclusive working environment in which all employees can thrive.

Through an empathetic, flexible management style and the elimination of prejudices, you as an employer create the basis for a strong and loyal workforce.

Helpful links and literature

Links

I'll say it: Chronically ill at work

Literature

Becker, Silke / Otto-Albrecht Manfred: Inclusive leadership (2019)

Brown, Jennifer (2022): How to Be an Inclusive Leader: Your Role in Creating Cultures of Belonging Where Everyone Can Thrive. Second Edition.

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