The Tribune

By IAN FERGUSON 

Although there have been remarkable advances in research and medicine, there are many illnesses that still lack a cure. This means that, at some point in your career as a corporate leader, you may have someone with a terminal illness on your team. This week’s column focuses attention on humane ways to manage team members in this situation while still effectively operating the business.

When supporting an employee with a terminal illness, it is important to prioritise open communication, flexibility with work schedules, regular check-ins and providing access to available benefits and support services, while respecting their privacy and allowing them to manage their workload as needed depending on their changing health condition.

Here are a few key aspects of supporting a terminally ill employee:

Open and compassionate communication:

* Initiate a conversation to understand their needs and preferences regarding work adjustments.

* Be sensitive and avoid making assumptions about their capabilities or desires.

* Regularly check-in to see how they are doing and if their needs have changed.

Flexibility in work arrangements

* Allow for flexible work hours to accommodate medical appointments and personal needs.

* Consider options such as reduced work days, remote work or adjusted deadlines based on their condition.

* Provide the ability to take time off as needed, using sick leave and other available benefits.

Workload management

* Regularly review their workload and responsibilities to ensure it is manageable given their health situation.

* Offer assistance with delegating tasks or redistributing workload to other team members.

Access to support systems

* Inform them about available Employee Assistance Programmes (EAP) for counselling and support services.

* Provide information about external organisations specialising in terminal illness support.

Privacy and respect

* Maintain confidentiality regarding their medical condition.

* Allow them to disclose information about their illness only to the extent they are comfortable with.

Transition planning

* If they need to reduce their work hours, discuss a gradual transition plan to ease the workload.

* Consider options for phased retirement or other suitable exit strategies if applicable.

Be patient and understanding

* Their health situation will likely fluctuate, requiring adaptability from the employer.

Avoid making assumptions

* Discuss their needs directly to ensure you are providing appropriate support.

Involve HR

* Consult with human resources to ensure compliance with company policies and legal requirements regarding employees with terminal illnesses. 

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