Skip to main content
Marsh logo

Mercer Marsh Benefits

Practical steps every employer can take to support employees impacted by cancer

With cancer continuing to grow as a global health challenge, employers can play a critical role supporting employees who have been, are or will be affected by it. By prioritizing the well-being of these employees, organizations can foster a culture of inclusivity, reduce disparities and make a meaningful difference in the workforce and society at large. The rollover impact may include improved financial performance and organizational resilience.

03/07/2024 · 5 minute read

Series: This is part two of a series. Part one ‘Employers can (and should) support their employees through cancer’ presents the rationale for Employer action to support employees impacted by cancer.

With cancer continuing to grow as a global health challenge, employers can play a critical role supporting employees who have been, are or will be affected by it. By prioritising the well-being of these employees, organisations can foster a culture of inclusivity, reduce disparities and make a meaningful difference in the workforce and society at large. The rollover impact may include improved financial performance and organisational resilience.

Employers can take practical steps that directly and indirectly support cancer-impacted employees by fostering a culture of support, promoting health and well-being at work, facilitating work flexibility during challenging times, and highlighting the value of advocacy and leadership. While holistic cancer care support is extremely important, it may also be extensive, which raises the thorny issue of how best to balance economics and empathy. Recommended action steps may include:

Fostering a culture of support

Encourage employee listening. Create a supportive environment where employees can voice their concerns and experiences related to cancer. Encourage open communication through formal and informal channels (e.g., BRGs, ombudsman, health communication channels, etc.).

Conduct training and foster empathy. Train managers, leaders and the wider organisation in empathy, understanding of the disease and support for employees affected by cancer.

Launch education, skills-building and awareness programs. Establish programs that consider the diverse needs of different employee groups, focusing on awareness, prevention, lifestyle changes and risk reduction.

Look for trusted partners in cancer care. Identify those resources, including advocacy groups, and centres for excellence that can support your organisation’s approach to cancer care both globally and locally.

Focusing on health and wellbeing at work

Focus on prevention. Establish diagnostic screening programs to detect cancer early and reduce risk factors among employees. Also encourage participation in national screening programs, where available. Provide access to genetic testing and other technologies that help to identify those at higher risk for cancer. Don’t aim this solely at older age groups, however — cancers are now manifesting at much earlier ages. 

Review workplace environments. Examine workplace environments to identify and mitigate exposure to cancer risks, such as radiation or certain hazardous materials. Consider lifestyle factors as risks and provide education for employees.

Enhance access to cancer care. Review cost-sharing components in benefits design in order to strike a balance between employee contributions and the high costs associated with cancer treatment. Promote access to Centers of Excellence or specialised centres with high-quality standards in service provision. Finally, incorporate a second opinion and navigation program so that employees can access those care pathways if appropriate. 

Assess health insurance coverage. Review health insurance coverage to ensure adequate support for employees across the continuum of cancer care, from prevention to treatment and recovery. Deep-dives may be required to check for exclusions that are discriminatory to certain groups. Consider innovative approaches to financing, such as captive insurers where there may be limits imposed by local risk markets.

Develop a global strategy for minimum standards of care. Consider/review employee access to emerging technologies, genetic testing, new medications, clinical trials and innovative surgical or biopsy techniques, addressing the whole continuum of outpatient, inpatient, home care and hospice care. Include enough time-off for recovery and return to work on a graduated or part-time basis. To do this, there needs to be a global strategy with a business case.

Providing flexibility at work during the moments that matter

Assistance benefits. Offer benefits that support employees living and working with cancer, including time-off, accommodations, flexible work arrangements and EAPs, not forgetting financial support such as critical illness, short- and long-term disability insurance, and mental health support.

Develop post-diagnostic support. Strategise for post-diagnostic support, including specialised mental health services and ongoing care. Consider establishing workplace cancer “champions” who can signpost support and create an open channel of communication.

Create caregiver support. Implement caregiver support programs, including paid and unpaid carers’ leave, EAPs, mental health support, flexible working arrangements and financial assistance. Consider developing hardship funds to ease financial pressures. 

Plan survivorship support. Develop a plan for post-cancer/survivorship support to help employees transition back to work, career and life after cancer treatment.

Give employees peace of mind. Key employee benefits may include life insurance, survivor benefits, etc. These exist to help the surviving family. Review death benefit coverage and eligibility; are these benefits designed and managed with that intention?

Become a cancer advocate as an organisation

Promote change. Consider partnering with governments and health organisations to improve cancer screening, cancer care and data sharing.

Commit to a Cancer Pledge[1] to support workplace inclusivity for people with cancer and take active steps to reduce stigma and disparities.

Cancer continues to grow as a global health challenge, and employers have a critical role to play in supporting their employees who have, are, or will be affected by cancer. By prioritising the well-being of these employees, organisations can not only improve their financial performance but also foster a culture of inclusivity and make a meaningful difference in the workforce and society at large.

To learn more about how to take action to address cancer such as these in your organisation, at both the global and local levels, please reach out to Mercer Marsh Benefit specialists in employee well-being and cancer support.

 

[1] The Working with Cancer Pledge launched in 2023 to bring attention to issues people with cancer face in the workplace.

Speak with a Mercer Marsh Benefits consultant

Contact us

Contributors:

Elizabeth Sherer

Elizabeth Sherer

Director of Health and Wellbeing Innovation Mercer Marsh Benefits Multinational

  • United States

Yvonne Sonsino

Yvonne  Sonsino

Global Leader Longevity and Flex, Mercer

  • United Kingdom

Key Solutions

Senior doctor using his tablet computer at work (color toned image)

Expertise

Corporate wellness programs

07/11/2024
Young East Asian mother with child smiling

Expertise

Mental and emotional wellbeing

07/11/2024
Placeholder Image

Expertise

Social well-being and diversity equity inclusion

07/11/2024
Placeholder Image

Employee health & benefits

29/07/2021

Related insights

HOD24 Marsh report cover

MMB Health Trends 2024
young stylish women laughing in city park

Health on Demand 2023
People Risk Report

People Risk 2024
Female doctor

Employers can (and should) support their employees through cancer