According to the Centers for Disease Control and Prevention (CDC), almost one out of every two American adults has a chronic illness. This number includes many retired individuals as well as a significant number of people who are too disabled to work. But that still leaves a great number of people in the workforce, silently suffering with what are, for the most part, invisible conditions.
If a worker suffered a sudden heart attack or was injured on the job, people would spring into action, doing whatever they could to help. If an employee reported that they’d just been diagnosed with terminal cancer, arrangements would be made for sick leave, and co-workers would again spring into action, collecting funds, sending cards, cooking meals for the worker’s family, etc.
But what about the worker who suffers from arthritis, epilepsy, fibromyalgia, diabetes, multiple sclerosis, depression, lupus, migraines, asthma or any of countless other chronic conditions? Employees with chronic conditions like these affect a company’s bottom line and morale.
Chronic illnesses produce symptoms like fatigue, physical pain and poor concentration. An employee dealing with these symptoms may take frequent days off, make mistakes on the job or work at a slower than normal pace. This may result in lower productivity or require other employees to step in and pick up the slack, which can cause resentment.
How much information should an employee with a chronic condition share with superiors and co-workers? What can employers ask? What can co-workers do? And what if you are the one with a chronic illness, how do you keep it from interfering with your job?
HOW MUCH SHOULD AN EMPLOYEE SHARE?
People with chronic illnesses are not required to tell their employers. And often they do not want to tell because they fear they will be treated differently. But that can be a mistake. For an employer to be sympathetic, he or she needs to know some details about the condition.
A meeting to discuss an employee’s chronic health condition should be private so that any shared information remains confidential. In this meeting, the employee should explain exactly how the illness affects job performance and what accommodations are needed. For example, someone requiring weekly doctor visits may need to come in late or leave early.
This meeting will be more productive if the worker is prepared to suggest strategies for managing his or her health condition on the job. This takes pressure off the manager.
Having this conversation with a manager could result in small changes that make a big impact on the ill employee’s ability to continue working at full capacity. For example, being allowed to have a small space heater could help an office worker with rheumatoid arthritis continue working productively. Understanding that a person with type 1 diabetes needs to take regular breaks to check glucose levels could help keep that person on the job. Flexible hours or the opportunity to work from home when necessary may also help someone suffering from a chronic illness remain productive.
AN EMPLOYER’S RESPONSIBILITIES
In a job interview, an employer may ask health-related questions only to determine if a candidate can perform essential job functions. For example, it is permissible to ask questions about someone’s ability to lift the amount of weight necessary to do the job. An employer can’t directly ask whether a job candidate has a chronic illness.
In some situations, if an employee has a chronic illness that impacts productivity, the Americans with Disabilities Act (ADA) comes into play. The ADA applies to employers with 15 or more employees. It requires employers to make accommodations for people dealing with chronic conditions. A disability doesn’t have to be visible to fall under the act’s protection.
Reasonable accommodations for someone with a chronic condition might include special equipment, a flexible work schedule or hourly rest breaks.
The ADA requirements are based on the assumption that the employee can still perform the essential functions of the job. A company is not required to create a new position for an employee with a chronic illness.
TAKING TIME OFF
An employee with a chronic condition can use paid sick days when symptoms are especially severe. Some companies also offer short- and long-term disability leave plans that can be used once sick days are exhausted. When an employee takes a short-term or long-term disability leave, pay is usually reduced but benefits such as health insurance and 401(k) contributions are usually continued.
The duration of a short-term disability leave is generally between a week and five months. It’s important to be aware that once workers enter long-term disability, they can be laid off and would lose benefits.
The Family and Medical Leave Act also allows workers to take up to 12 weeks off in a year. The leave is unpaid, but usually health insurance coverage is maintained. The law applies to companies with 50 or more employees and workers are eligible after being employed for 12 months.
Those covered under the ADA can also request additional leave. An employer does not have to provide the additional time off, however, if it would cause an undue hardship.
CONFIDING IN CO-WORKERS
With some chronic conditions, it’s vitally important to have at least one co-worker as an ally. For example, someone in the office should know what to do if an epileptic co-worker has a seizure. Or if a highly allergic person gets stung by a bee. Or if someone with type 1 diabetes shows signs of low blood sugar.
It can also be beneficial to be forthcoming about a condition so co-workers don’t think the worst or start rumors. Excusing oneself frequently to privately check blood sugar readings could lead co-workers to suspect illegal drug usage. Working flexible hours or working from home to better manage a chronic condition could cause resentment. Refusing the sweets someone brings in while managing blood sugar could insult the generous baker.
Information about a chronic illness should be shared calmly so as not to cause panic or unnecessary concern. Odds are, the information will be met with support and understanding.
