The costs of cancer
Cancer is Australia’s leading cause of burden of disease (years of life lost to premature death and disability). Cancer accounts for 19 per cent of Australia’s total burden of disease; of which the direct health care costs of alone total $3.8 billion a year.
Because of the impact of chronic diseases such as cancer on life, work and the economy in Australia, we now have a National Health Priority outlining five major chronic diseases:
- Cancer;
- Diabetes;
- Cardiovascular disease;
- Asthma; and
- Arthritis and osteoporosis.
One in four women in Australia and one in three men will be directly affected by cancer before they are 75 years old. Because of our ageing population, these figures are increasing.
We need to understand how best to try protect our loved ones and workforce from exposure to the risk factors.
About cancer
Cancer comprises a group of diseases (over 200 kinds) that involve cells becoming defective and growing out of control. This can happen when the DNA (genetic material) of a cell changes or becomes damaged because of genetic reasons or exposure to carcinogens (cancer-causing agents), which usually forms a tumour.
This cell mutation damages bodily tissues and can spread to other parts of the body via the bloodstream or lymphatic system, causing a range of illnesses and sometimes death.
The Australian Institute of Health and Welfare’s (AIHW) National Health Priority outlines a cancer control initiative, which focuses on some of the most common types:
- Lung cancer;
- Melanoma;
- Non-melanocytic skin cancers;
- Colorectal cancer;
- Prostate cancer;
- Non-Hodgkin lymphoma;
- Cervical cancer; and
- Breast cancer.
Supporting workers who have cancer
It is common for somebody going through such a life-changing event as cancer to experience significant emotional and mental effects. The psychological implications of cancer are far-reaching, with most people who are diagnosed experiencing at least some of these difficulties:
- Anxiety;
- Depression, suicidal ideation;
- Post-traumatic stress disorder;
- Body image;
- Sexuality issues;
- Interpersonal problems;
- Emotional problems;
- Physical symptoms; and
- Fertility concerns.
People who are undergoing cancer treatment will have been provided access to support networks, but you can still offer access to external or workplace-based support involving counsellors, psychologists or social workers if you think it is appropriate.
It’s important to remember that these mental and emotional effects can cause people to behave and interact in uncharacteristic ways. Try to keep this in mind when working with the employee, or agreeing on leave options or revised duties. Ensure other employees are aware of the importance of also being duly considerate at this difficult time.
Work and Cancer
The UK cancer support service, Macmillan, outlines strategies for supporting employees who have cancer. Here are 10 tips for employers:
- Talk about leave options. Discussing the worker’s leave options prior to their absence will put them at ease and make them more likely to return to work after treatment. Creative extended time-off options for employees (or their dependants) undergoing cancer treatment or recovery can include:
- Sick leave;
- Compassionate leave;
- Voluntary use of annual leave;
- Flexible working hours;
- Working from home;
- Reduced hours; and
- Time off in lieu.
- Keep in touch. Keep in contact with absent workers to remind them they are a valuable asset to you. This increases the prospect of a successful return to work later down the track.
- Consult the professionals. Seek the advice of occupational and return to work health professionals for advice on return to work plans.
- Plan for absences. There will be a period of time that returned workers will need to attend ongoing medical appointments or experience fatigue and need to leave work. Recognise that this usually only adds up to a relatively short amount of time off work in the long run.
- Flexible working hours. Having a flexible roster or work from home option can assist returning workers to manage their fatigue levels. Being open to work breaks at unorthodox intervals will also help recovering workers manage their energy levels.
- Ensure a gradual workload for returning workers. Don’t burden the returning worker with a mountain of emails or a high number of performance indicators as soon as they return. They’re much more likely to return to a full workload successfully if their tasks are gradually increased. Ensure colleagues understand the reasons behind this and don’t let them feel consequently overburdened either.
- Modify existing work duties. Some workers may not be able to continue exclusively in their previous role, especially if it involved manual labour. Discuss options with the returning worker and a return to work specialist. Don’t forget they bring all their knowledge of the business to the revised role, and this can open up new perspectives and approaches.
- Working from home. Is there an option for the employee to do some or all existing or modified tasks from home? This can be a very beneficial step in returning to work while managing fatigue levels. If this is an option, ensure the worker maintains contact with the workplace to encourage support, morale and a sense of progression towards the goal of returning to the workplace.
- Make work targets smaller and more achievable. If you break workloads into sections, your worker will have the best chance of avoiding feeling overwhelmed. This ensures they will still get a sense of achievement required to encourage long-lasting return to work outcomes.
- Keep communicating. If a worker decides to retire following their cancer experience, it’s important to discuss this with them. Cancer is a highly emotional time for everybody and your worker may have made assumptions about their job prospects or return to work outcomes, without understanding their capabilities or your desire to keep them on.
Further information
Understanding successful return to work for cancer survivors