In a business world where performance and productivity reign supreme, illness, fatigue and low morale do not really have their place. Job titles like the famous “chief happiness officer” show: you have to be on top at all times. But reality ends up gaining the upper hand over fantasy, especially in times of global crisis, and chronic diseases – characterized by a duration of more than six months, chronicity and an impact on daily life – such as multiple sclerosis or some cancers do not stop at the doorstep. Often invisible, they nonetheless have consequences in everyday life and at work: extreme fatigue, pain, limitation of movement, need for a break … and often lead to an increase in sick leaves. Promoting their care would improve the lives of employees but also that of the company.
Illness is still a taboo in the workplace
Anne-Sophie Tuszynski, founder of Wecare@work and recovery from cancer, has developed a barometer to assess the place of the disease in business. In 2013, 80% of respondents – including a large proportion of the sample had chronic illness – felt that there was a significant taboo on the subject within their society, compared to 51% in 2019. ” The development is encouraging, but that still means that one in two people do not dare to talk about it ” , regrets the entrepreneur.
In fact, illness remains a delicate subject in business, both for employees and for executives and managers. However, according to the white paper realized on this issue by Ariane Consulting – firm that supports companies on issues of health, disability and quality of life at work – 73% of people who talk about it see their working conditions improving.
Keep a job, a real breath
In reality, this is a very personal matter. ” When I found out about my cancer, I didn’t ask myself any questions, I immediately spoke to my employer ” , says Anne-Sophie Tuszynski. For some people, ” it already takes a while to accept the diagnosis ” while others fear it will affect their jobs. And they wouldn’t necessarily be wrong.
A ” out of four chronically ill employees would quit or lose their job within three years of being diagnosed ” , announces the founder of Wecare @ work. However, keeping a job and continuing to work is essential for patients. ” From a financial point of view at first but also and above all to have a place and a usefulness in society ” , Anne-Sophie Tuszynski analysis. Stéphanie Galvan, Managing Director of Ariane Conseil, draws up an equally distressing observation: “ after losing their job, they have to train to learn a new trade, they do not have linear paths ” . Not to mention all those who have to give up certain careers altogether or are made redundant.
Large groups, good students
It is a real vicious circle. Since the subject is not on the table, few studies have been carried out to assess the extent of the phenomenon, which makes it difficult for managers to take charge of the subject. However, there are many chronically ill employees. Stéphanie Galvan, Managing Director of Ariane Conseil, “a in six employees would be chronically ill ” .
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Large companies are often criticized for their sluggishness in acting. In the context of integrating employees with chronic illnesses, they are however the most active. ” They often have the financial and human resources to address these issues and generally have a disability work unit that takes care of it ” , observes Anne-Sophie Tuszynski, looking at the list of her clients. ” This does not mean that VSEs and SMEs cannot do anything, there are solutions and assistance for all sizes of company ” , assures the founder of Wecare @ work. To help small structures, it has developed an e-learning awareness program with 45-minute videos and is preparing to launch a digital assistant to support employees and managers.
Open dialogue
The integration and retention of employees with chronic illnesses will necessarily depend on the profession and the illness in question. But the first thing for a business to do is to communicate their commitment at all levels. A first dialogue must be opened with the employees, in particular those affected by a chronic illness. ” We must collect their feelings, hear and understand their difficulties and listen to their needs or their ideas for solutions ” , insists Anne-Sophie Tuszynski. Then, it is up to the company, with a third party to imagine and set up adapted solutions, according to its budget and its possibilities ”. At the same time, managers must be trained to better understand their teams and adapt their life to work.
As an example, Stéphanie Galvan gives that of an industrial company where several employees suffered from Crohn’s disease. Not being able to take longer breaks when they were in crisis, the rate of absenteeism was significant. By putting in place a “flying” temporary worker capable of taking over any of them, sick leaves quickly decreased. The solutions are diverse and can simply lead to a reconfiguration of the work plan with a new chair or a dim light for example. But in general, it is the flexibility of the organization that makes life easier for sick employees with the implementation of teleworking, the adjustment of working hours, etc. ” It is more complicated if the employee’s job is anchored in a very strict framework ” , recognizes Stéphanie Galvan. It is also possible to propose a change of position within the company, in agreement with the employee. The solutions exist to make life easier for those who are not the majority, and who are therefore too often forgotten, it remains to lend an ear and a hand.
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