2024-10-28 11:21:00
During or after cancer, how to get back to work? Each situation is unique and calls for finding tailor-made solutions, in collaboration with the employee, colleagues and managers.
The journey of an employee who returns to work with or after cancer is punctuated by too many uncertainties for the employer to respond with a fixed support solution. Conversely, I plead for the multi-actor co-construction oftemporary and evolving arrangementsaround three principles of action.
Some elements to situate the issues of cancer in the professional world. Every year in France, we detect 160,000 new cases in the employed population. Several years later, 64% of them still suffer from the after-effects of their treatments: fatigue, pain, cognitive disorders, etc.
Those who benefited from adjustments to their working conditions during diagnosis are more likely to be in work five years later. And according to one 2019 survey by the High Authority of Health (HAS), maintaining employment contributes to life expectancy.
A social responsibility issue for businesses
Reconciling work and cancer therefore becomes a social responsibility issue for companies and organizations. A “cancer and employment charter” was also proposed by the National Cancer Institute. It has been signed to date by 90 companies employing a total of 1.9 million employees. Likewise, associations offer to support people in a working situation with or after cancer.
The question of “how” remains: what solutions should be put in place, with which actors and what methods, so that this support promotes the emergence of “health-building work”?
As a researcher in management sciences, I lead the scientific committee of an open innovation project on the link between work and breast cancer (led by Pascale Levet at the Nouvel Institut). I was also affected by the disease and stopped my activity for more than a year, before gradually resuming.
Reconciling work and cancer, an issue with high uncertainty
If we have to sum up the delicate work-cancer balance in one word, it’s uncertainty. The course of the disease is unknown given the risk of recurrence. The nature and pace of treatments are unpredictable, as are the duration and intensity of their side effects. The productive capacity of the employee becomes variable and impossible to predict. “After” (or “with”) cannot be like “before”, has multiple gray areas and above all, remains to be constructed by the different stakeholders.
Uncertainty also resides in the work environment: appropriate or inappropriate attitude of colleagues and managers, possibility of adapting the position and reorganizing missions, capacity of human resources (HR) teams to anticipate and simplify the monitoring of stoppages of work or the transition to part-time work, etc. Finally, the person himself redefines the place and importance of work in his life.
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In light of this observation and previous research, I rule out ready-to-use solutions: closed questionnaires, repertoires of ready-made answers, linear decision-making processes based on fixed diagnoses, fixed-term measures, etc.
Take control of problematic situations and co-construct
I prefer to postulate “that at the start, everything has to be built” and recommend a continuous dynamic of co-construction between unexpected and problematic situations, and companies which take hold of them and respond to them in a relevant manner. This combination of reflection and action produces constantly evolving knowledge and is structured around three principles, applicable from work stoppage to full return to the position.
First principle: the organization must offer favorable conditions for this approach. Starting with actors (managers, colleagues, HR, etc.) capable of establishing a concrete relationship with the reality of work with/after cancer, beyond positions and tasks: roles in the organization, possible missions, nature of the different contributions, etc.
The manager, a figure often designated to occupy this role, cannot be alone face to face with the employee; it must be supported by these different actors, by occupational health services, etc. And it will not necessarily be the direct manager, for example if he is not equipped to face these situations where suffering and death are present in the background.
An approach to innovate and transform
Second principle: the dynamic of “organized” co-construction benefits from being enriched by the employee’s informal conversations with managers, colleagues, HR departments, etc. In my experience, these exchanges “without obligation and without operational aim”, devoted to my current work situation, brought to light possible avenues and ideas which then became provisional solutions. These dialogues also allowed my managers and myself, throughout a care journey that was always a little chaotic, to update and share our perceptions of the context, which is by nature evolving.
Third principle: set the objectives of imagining, experimenting with possibilities, adjusting them, transforming what exists. This is to reshape work situations and why not, lead to innovations for the entire organization. This involves coordinating experts (health, business professions, legal, HR, administrative, etc.) and employees affected by the disease, therefore creating the conditions for their cooperation. But also to enable the construction and sharing of the experiential knowledge of these employees on working with and after cancer.
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**Interview with Dr. Marie Dufresne, Expert in Workplace Reintegration After Cancer**
*Interviewer*: Thank you for joining us today, Dr. Dufresne. Your research focuses on the intersection of work and the experience of cancer survivors. Can you tell us more about the challenges faced by employees returning to work after a cancer diagnosis?
*Dr. Dufresne*: Thank you for having me. The journey back to work after cancer is often fraught with uncertainties. Every survivor’s experience is unique, and so are their needs. Many individuals struggle with fatigue, cognitive changes, and physical limitations that persist long after treatment. The work environment plays a significant role in either facilitating or hindering this transition.
*Interviewer*: What are some strategies that employers can adopt to help support these employees effectively?
*Dr. Dufresne*: I advocate for a collaborative approach that involves multiple stakeholders—direct communication between the employee, their colleagues, and management is crucial. Employers should not rely on one-size-fits-all solutions. Instead, they can create temporary arrangements tailored to the employee’s current capabilities and gradually adjust as they regain strength and confidence. This is what I call “health-building work.”
*Interviewer*: You mentioned a ‘cancer and employment charter’ that has been signed by numerous companies in France. Can you explain its significance?
*Dr. Dufresne*: Absolutely. This charter is significant because it outlines a commitment by organizations to support employees affected by cancer. By signing it, companies acknowledge their social responsibility and pledge to implement practices that facilitate a smoother reintegration process. Such initiatives can make a real difference in the lives of employees and contribute positively to their overall well-being and productivity.
*Interviewer*: Given your personal experience with cancer, how has it influenced your research and recommendations for workplace reintegration?
*Dr. Dufresne*: My personal journey has profoundly shaped my understanding of the complexities involved in returning to work. After my treatment, I had to navigate many uncertainties, much like others. This experience reinforced my belief that we need to foster a culture of support and openness where employees feel safe discussing their challenges. Empowering individuals to co-construct their return-to-work plans can lead to more effective and compassionate solutions.
*Interviewer*: What would you say is the key takeaway for both employers and employees in this context?
*Dr. Dufresne*: The key takeaway is that flexibility and communication are paramount. Both parties must be willing to engage in an open dialogue, share their concerns, and work together to create a supportive environment. Ultimately, a tailored approach to each situation not only benefits the employee but also fosters a more resilient and productive workplace culture.
*Interviewer*: Thank you, Dr. Dufresne, for your insights and for shedding light on such an important topic.
*Dr. Dufresne*: Thank you for the opportunity to discuss this crucial issue. It’s vital that we continue to evolve our understanding and practices around work and health.
Influenced your perspective on workplace reintegration?
*Dr. Dufresne*: My personal journey through cancer has deeply shaped my understanding of the emotional and logistical challenges faced by survivors returning to work. After stepping away from my career for over a year, I realized first-hand the importance of flexibility, understanding, and open dialogue in the workplace. It became clear that these conversations should not be solely operational; they need to resonate on a human level. This perspective drives my passion for creating supportive environments where individuals can thrive, despite their health challenges.
*Interviewer*: That’s a powerful insight. Can you share how your approach might differ from traditional methods in handling such situations?
*Dr. Dufresne*: Traditional methods often rely on rigid guidelines or standardized processes, which can overlook the nuances of each individual’s experience. My approach emphasizes co-construction—working together with the employee to identify their specific needs and adapt work situations accordingly. This means cultivating an ongoing dialogue between the employee and their management, allowing for a more personalized and responsive reintegration process. The goal is not just to bring someone back to work but to enhance their overall experience and well-being within the organization.
*Interviewer*: what message would you like to convey to both employers and employees navigating these challenges?
*Dr. Dufresne*: To employers, I encourage you to recognize the invaluable potential of your employees who are cancer survivors. Foster an empathetic culture and remain flexible; remember that a supportive workplace can significantly impact their recovery and productivity. To employees, I want to emphasize the importance of advocating for yourself and engaging in those critical conversations about your needs and limits. Together, through cooperation and understanding, we can transform workplaces into spaces that are not only accommodating but also enriching for all.
*Interviewer*: Thank you, Dr. Dufresne, for sharing your expertise and personal experience with us. Your insights are indeed vital in promoting healthier work environments for those affected by cancer.
*Dr. Dufresne*: Thank you for the opportunity. Together, we can make a difference.