What employers should do to help ease the burden
With a steadily aging and shrinking workforce, HR professionals need to take the lead in creating a work culture that supports and retains skilled employees affected by cancer.
According to the Canadian Cancer Society, about two in five Canadians will develop cancer during their lifetime. The risk of cancer increases with age. In 2006, an estimated 52 per cent of new cancer cases in Canada will occur among people aged 40 to 69. About 43 per cent will occur among people 70 years and older.
According to Statistics Canada’s 2001 Census, the median age of employees is steadily creeping upward, and will hit almost 44 by 2011. By then almost 15 per cent of Canada’s population will be over 65. Employers will inevitably find themselves dealing more with older workers coping with cancer as well as younger employees becoming caregivers for parents or grandparents.
The increased occurrence of cancer in the future comes on top of other challenges facing HR professionals including increased competition, an aging workforce and skills shortages.
The challenge to productivity will come when workforce shortages converge with an increasing incidence of cancer. It makes sense to develop workplace strategies that prevent cancer and support those coping with treatment, living with the disease or caring for someone with cancer.
With the same HR responsibilities as any other organization when it comes to employees coping with serious illness, the Canadian Cancer Society has an additional obligation to its employees — to treat them in a caring way, in keeping with the organization’s mission.
Many employees have said they joined the society, and stayed with it, because of the work it does to eradicate cancer and to improve the quality of life of those living with cancer. As a result, employees hold the society to a higher standard when cancer strikes the workplace.
The Canadian Cancer Society has dealt with many situations, each of them unique. One employee chose not to undergo conventional forms of cancer treatment and others felt she died prematurely. Another employee was diagnosed while his spouse was dying of cancer. Another lived with the disease while at the same time coping with his partner’s disability. One employee experienced a cancer diagnosis, treatment, a recurrence, a marriage breakdown and then returned to work with a new lease on life.
The society has learned some key lessons about the role HR professionals play in helping employees reduce the incidence of cancer and in supporting them as patients and caregivers. This knowledge can be applied in any workplace.
Raising awareness
At least 50 per cent of cancers can be prevented through healthy living and policies that protect the public. The following are some ways to raise awareness about healthy living and cancer prevention in the workplace:
•provide information on healthy eating and physical activity (through the intranet, payroll and posters);
•offer healthy meals and snacks at company functions;
•take wellness breaks at meetings;
•encourage physical activity by, for example, contributing to fitness memberships or installing bicycle racks;
•sponsor lunch-and-learns with prevention topics and guest speakers;
•ensure sun safety is practised at outdoor events;
•raise awareness of screening guidelines (breast, prostate and colorectal);
•provide stress management workshops; and
•promote a healthy work culture that includes mechanisms to ensure a healthy work-life balance.
Helping employees as patients and caregivers begins with educating and supporting those around them. Supervisors and co-workers should be aware of the burden of cancer and learn how they can support staff and colleagues. The most significant message to convey is that each cancer experience is unique and that one person’s handling of the situation must not be judged.
While one person may want lots of support, encouragement and help, another may not. One person will work through his treatment while another will not. Empathy, respect, confidentiality and accommodation are essential.
What HR can do
HR can help employees in the following ways:
•support a modified work schedule or the ability to work from home if possible;
•provide access to free information and support such as the Canadian Cancer Society’s cancer information service;
•support access to services for pain management, practical assistance and transportation;
•provide information on other resources available to them in their community;
•train managers to be empathetic and accommodating;
•help co-workers understand the burden of cancer and how to support their colleagues (help with tasks, be sensitive to moods and don’t expect any two to be the same);
•keep in touch — let them know the company cares and that they are still an important member of the team;
•listen and be respectful;
•respect confidentiality; and
•be non-judgmental.
As HR professionals, it is important to gain the support of senior management for this initiative. Contact the local Canadian Cancer Society office, the local health unit and other community resources. It’s the responsible thing to do and it makes good business sense.
Linda Thompson is vice-president, organization development for the Ontario Division of the Canadian Cancer Society. For more information about the Society visit www.cancer.ca.
According to the Canadian Cancer Society, about two in five Canadians will develop cancer during their lifetime. The risk of cancer increases with age. In 2006, an estimated 52 per cent of new cancer cases in Canada will occur among people aged 40 to 69. About 43 per cent will occur among people 70 years and older.
According to Statistics Canada’s 2001 Census, the median age of employees is steadily creeping upward, and will hit almost 44 by 2011. By then almost 15 per cent of Canada’s population will be over 65. Employers will inevitably find themselves dealing more with older workers coping with cancer as well as younger employees becoming caregivers for parents or grandparents.
The increased occurrence of cancer in the future comes on top of other challenges facing HR professionals including increased competition, an aging workforce and skills shortages.
The challenge to productivity will come when workforce shortages converge with an increasing incidence of cancer. It makes sense to develop workplace strategies that prevent cancer and support those coping with treatment, living with the disease or caring for someone with cancer.
With the same HR responsibilities as any other organization when it comes to employees coping with serious illness, the Canadian Cancer Society has an additional obligation to its employees — to treat them in a caring way, in keeping with the organization’s mission.
Many employees have said they joined the society, and stayed with it, because of the work it does to eradicate cancer and to improve the quality of life of those living with cancer. As a result, employees hold the society to a higher standard when cancer strikes the workplace.
The Canadian Cancer Society has dealt with many situations, each of them unique. One employee chose not to undergo conventional forms of cancer treatment and others felt she died prematurely. Another employee was diagnosed while his spouse was dying of cancer. Another lived with the disease while at the same time coping with his partner’s disability. One employee experienced a cancer diagnosis, treatment, a recurrence, a marriage breakdown and then returned to work with a new lease on life.
The society has learned some key lessons about the role HR professionals play in helping employees reduce the incidence of cancer and in supporting them as patients and caregivers. This knowledge can be applied in any workplace.
Raising awareness
At least 50 per cent of cancers can be prevented through healthy living and policies that protect the public. The following are some ways to raise awareness about healthy living and cancer prevention in the workplace:
•provide information on healthy eating and physical activity (through the intranet, payroll and posters);
•offer healthy meals and snacks at company functions;
•take wellness breaks at meetings;
•encourage physical activity by, for example, contributing to fitness memberships or installing bicycle racks;
•sponsor lunch-and-learns with prevention topics and guest speakers;
•ensure sun safety is practised at outdoor events;
•raise awareness of screening guidelines (breast, prostate and colorectal);
•provide stress management workshops; and
•promote a healthy work culture that includes mechanisms to ensure a healthy work-life balance.
Helping employees as patients and caregivers begins with educating and supporting those around them. Supervisors and co-workers should be aware of the burden of cancer and learn how they can support staff and colleagues. The most significant message to convey is that each cancer experience is unique and that one person’s handling of the situation must not be judged.
While one person may want lots of support, encouragement and help, another may not. One person will work through his treatment while another will not. Empathy, respect, confidentiality and accommodation are essential.
What HR can do
HR can help employees in the following ways:
•support a modified work schedule or the ability to work from home if possible;
•provide access to free information and support such as the Canadian Cancer Society’s cancer information service;
•support access to services for pain management, practical assistance and transportation;
•provide information on other resources available to them in their community;
•train managers to be empathetic and accommodating;
•help co-workers understand the burden of cancer and how to support their colleagues (help with tasks, be sensitive to moods and don’t expect any two to be the same);
•keep in touch — let them know the company cares and that they are still an important member of the team;
•listen and be respectful;
•respect confidentiality; and
•be non-judgmental.
As HR professionals, it is important to gain the support of senior management for this initiative. Contact the local Canadian Cancer Society office, the local health unit and other community resources. It’s the responsible thing to do and it makes good business sense.
Linda Thompson is vice-president, organization development for the Ontario Division of the Canadian Cancer Society. For more information about the Society visit www.cancer.ca.
