The Tribune

During October, corporate Bahamas joins in celebrating, and commemorating, those whose lives have been changed as a result of cancer. We have worn our pink, participated in the fund raising walk-a-thons, and joined in the health talks.

Cancer and other serious illnesses have inflicted much pain, loss and stress in the work environment, as many of us can quickly identify someone who has suffered - and those who still suffer - among us. Sometimes the terminally-ill person is not the employee themselves, but a close relative (parent, child, sibling or spouse), and the team member seems debilitated as a result.

As we consider and reflect on the presence of the sick among us, we must focus attention on our corporate culture in managing these dear ones, as well as our policy response to address these realities long-term.

The truth is that many sick individuals do not have the option of not going to work. They must remain in the workforce despite their illness because:

* They depend heavily on the income they earn on their jobs.

* They depend heavily on the insurance coverage they receive as a result of being in the workforce.

* They depend heavily on the emotional and social support they receive at work.

Now that we understand why the terminally ill are often not in a position to leave and recover at home, we must address our response to supporting them during this difficult time. Here are a few corporate suggestions:

1. One of the greatest issues sick employees have is the need for ‘time off’. Anyone who has had any kind of illness knows there are good days and bad days.

Sickness can be quite unpredictable. On those bad days, they will need either home time or doctor/hospital time. Our culture must be open to allowing these individuals to work from home during these difficult days.

2. Allow the ill person the dignity of performing their job to the best of their ability. In most cases, the cognitive functions and competence of the individual have not waned, and they are just as capable as before the illness.

3. Ensure the successor has been identified and apprenticed by the individual, giving them a sense of fulfillment in equipping their prot�g�.

4. Provide counselling for all those affected by the illness (the sick employee and the other team members). Persons in the workforce sometimes have great difficulty dealing with the stages of grief. Professional counselling often proves helpful. As workplaces become extended families, upon the person’s demise (even if expected), many employees still have issues accepting the loss.

5. Above all, honour the wishes of the terminally ill employee. If they do not want persons to know about their issue, or if they have some final requests, the work community should ensure they respect and honour these requests.

Sacred scripture records that man born of woman is of a few days, and full of trouble. Despite this truth, it is our function as a work family to make those brief and fleeting days count as pleasant and memorable ones for the sick and ailing among us.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.