How does a manager effectively supervise an employee who is facing a life-threatening or chronic illness? What can a manager expect from this employee regarding performance? What do you say to co-workers who are concerned about the welfare of their fellow employee as well as the amount of extra work they may be asked to take on? There are just a few of the questions that you, as a manager, may face. Frequently, the Employee Assistance Program counselor is consulted to help managers find the answers to these questions. You may also consider consulting with medical or Human Resources personnel to assist you in dealing with the sensitivities and legalities of the situation.

Each individual involved in a particular situation (i.e., employee, manager, co-worker), brings their unique perspective. This makes a situation more complex or surprisingly "problem-free". Some contributing factors are:

• The quality of the relationship between the manager and employee prior to the illness.
• The level of friendship among co-workers.
• The employee's ability to accept the seriousness of his/her problem.
• The employee's ability to do the assigned work.
• The management's experience with the accommodation of the needs of a seriously ill employee.

Specific suggestions and interventions have been developed that can be helpful in promoting clear communication between a manager and an ill employee at a time when it is most important for all concerned.

QUESTION:

What are ways to approach employees who are seriously ill and reluctant to discuss their medical situation in terms of their future ability to continue on the job?

An employee may not be emotionally ready or have the full medical picture to give the workplace a realistic plan. However, in order to begin a discussion, you want to ask:

• "Have you told anyone here about your condition?"
• "Do you plan to tell anyone here at work?

If the answer is "yes", you may want to know who has this information.

If the answer is "no", assure the employee the choice to disclose information is theirs. However, obtain the employee's help in handling co-worker's curiosity:

"That's fine. However, if it reaches a point where I am getting a lot of questions regarding your absences, how would you want me to answer your co-worker's questions?"

Offer general support:

• "Is there anything I can do to make it easier for you to continue to work?"
• State a willingness to discuss future concerns - yours and theirs - openly and honestly.
• "Let's work closely so that if there are any questions, we can address them right away."

OR

• "If I feel there is anything that could pose a problem, I'll let you know as soon as possible, and I want you to do that as well."

Let the employee know that you will need to apprise your manager of the situation:

• "As you know, I need to update my boss about anything that could affect my staff or department. I'll need to get her final approval on the schedule we've discussed for you to work at home over the next few weeks."

Consulting with HR, your boss, or your EAP is especially important if you feel the relationship between yourself and the ill employee is strained or tense. This consultation will offer you a different perspective as well as provide you with advice and support.

QUESTION:

How can a manager be supportive of co-workers and respond to their questions regarding the ill employee?

You are limited to the information the ill employee has authorized you to share regarding his or her condition:

• "I wish I could answer your question Barry, but I can't. All I can tell you is that Charlotte has a serious condition, but she feels hopeful that she has sought treatment early enough to recover fully."

Encourage your employees to discuss their work concerns with you privately. As the manager, you need to know how they are managing the additional workload. This information will help you assess whether the current arrangement with an ill employee needs to be modified.

Acknowledge extra staff effort:

• "There's no doubt this will be a difficult time for all of us. I appreciate your willingness to take on that extra project for Darrell. Please let me know at any time if your workload becomes too much for you."

QUESTION:

How does a manager address work performance problems with an ill employee?

Some important questions to ask yourself are:

• What was this employee's work performance like before the illness?
• In the past, did I document poor performance when it was observed?

If there has been no disciplinary action initiated in the past with this employee, it is unlikely that you would begin disciplinary action now. This is the time, however, to consider what realistic work expectations may be set for the future. As an employee's health improves or deteriorates, those expectations may need to be revised.

In addition...

• Take into account the employee's observations of how well he/she is doing. Most people can give an accurate assessment of their own work performance and can identify areas needing improvement.
• Meet with the employee on a regular basis to assess his/her work more frequently and give immediate feedback.
• Consult with HR or other internal resources, as well as your EAP, regarding the work situation. Urge the employee to use the EAP for support and help with the emotional/psychological aspects of the situation.

QUESTION:

What if the ill employee can no longer carry his or her full workload?

As the manager, you need to take action before the problem becomes critical. Frequent meetings with the employee and an openness to listen to concerns of co-workers will help you to foresee many potential problems:

• "Vince, I'm concerned about your situation in terms of your continued ability to work full-time. In the last few weeks, you have been able to work only 2 or 3 days a week. What are your thoughts regarding your future schedule?"
• "Carol, I've noticed that you're having increasing difficulty meeting your deadlines and I'm concerned about the level of stress you may be feeling. Why don't you think about some of the projects that could be delegated to others during this time period?"

Other ideas to consider...

• Are additional staff/temporary workers necessary to get through a crunch time?
• Is it possible to transfer the ill employee to a less stressful work area?
• If the employee currently has supervisory responsibilities, could you offer the employee non-supervisory work, if necessary, or the opportunity to work on a special project?
• If the employee is working from home, it is important to maintain a link between the workplace and the employee through email, newsletters, phone calls, etc. As the manager, you may want to set up a schedule of meetings via phone to monitor work performance and to offer encouragement.

Resources

Hospice Net
www.hospicenet.org/html/co-worker.html

Executive Health Systems, Inc.
www.executive-ealth.com/resources/depressionintheworkplace.html

Department of Justice Americans with Disabilities Act Business Connection
www.usdoj.gov/crt/ada/business.htm

Edited by Mary McClain Georgevich

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