Every two minutes, someone in the UK hears the life-altering words: “You have cancer.” Given more than 1,000 people every single day receive a cancer diagnosis, it’s likely it will have an impact on individuals in your workplace.

While medical treatments and physical symptoms take a visible toll, the hidden mental and emotional impact can be far greater and far more isolating. Research published by the charity Maggie’s revealed that three-in-five (58%) people with cancer feel the mental challenge is even harder to cope with than the physical side effects. Yet 47% of people with cancer said they didn’t know where to go for mental health support.

As the first point of contact for employees navigating the often uncharted territory of a cancer diagnosis, how people managers, HR professionals and managers respond, support and approach employee wellbeing can have a profound effect on their wellbeing. 

Working can be beneficial for those with cancer

Many people with cancer want to continue working – for good reason. The workplace can offer structure, purpose, routine, and a sense of identity that can be incredibly grounding during a time of upheaval. For some, it is a distraction from distressing treatments and for others, it’s a financial necessity.

Returning to or staying in work during or after cancer treatment isn’t just about physical capacity – it’s deeply intertwined with mental readiness and emotional support. The research by Maggie’s also showed that for more than two-thirds (69%) of people, low mood, sleeplessness and feelings of overwhelm, distress, loneliness and isolation were some of the hardest things to deal with throughout their diagnosis and treatment. 

Despite this, 52% of people with cancer felt there was support for the physical impact of cancer but not the emotional effects of cancer. This is a critical gap and one that the workplace is uniquely positioned to help bridge.

Six steps for supporting an employee 

Under UK law, employers have a duty to make reasonable adjustments to help employees stay in or return to work when they are ready and able. But legal compliance is just a starting point. Here are six steps for people managers to support an employee with cancer.

1. Start with a conversation, not an assumption

Every cancer journey is different. One of the most supportive steps a manager can take is to ask an employee, not assume, what their needs are. Guessing what an employee’s needs are can take away their autonomy and may lead to them feeling powerless. Create a space for open dialogue and let them guide the conversation about what might help, what won’t help, and what adjustments are needed. 

Importantly, ensure they understand that they can have this conversation without fear, judgement or stigma. Simple conversation starters like: “I want to make sure you feel supported – can you help me understand how work might fit around what you’re going through?” can help to build trust from the outset.

2. Build a culture of empathy and open communication

Workplace culture determines whether employees feel safe disclosing something as significant as a cancer diagnosis. Many fear being treated differently, left out of decisions, or judged for changes in their productivity. So as people managers and leaders, the tone we’re able to set really matters. Promote a culture where wellbeing can be discussed openly – one where mental health is not treated as taboo. This doesn’t just benefit employees who have cancer, but the whole team.

Normalise accessing support, whether that’s via an Employee Assistance Programme (EAP), or taking time off for counselling. If you’re someone who’s previously experienced having an illness in the workplace, consider whether you’d be happy to share your story. Sharing can help those currently in the throes of illness to feel less isolated.

3. Train managers to respond with confidence

Managers are usually on the front line of employee support, in all circumstances. Yet oftentimes they do not receive the training to talk about complex issues, such as serious illness or emotional distress. 

It’s important that all managers are equipped to spot the signs of distress, burnout, or overwhelm, respond with empathy, and know where and how to signpost employees to support services. Mental health and cancer-awareness training can help to reduce fear and discomfort among people managers – two of the biggest reasons managers avoid conversations about serious illness.

4. Make practical adjustments for the employee

While emotional support is crucial, we cannot underestimate the power of practical adjustments. Reasonable adjustments can help employees maintain dignity, agency, and control during an otherwise disempowering time.

Options to consider, include:

> Flexible or hybrid working: Allow employees to manage medical appointments, side effects, or fluctuating energy levels without the added stress of commuting or rigid hours.

> Phased return-to-work plans: These allow individuals to rebuild confidence and capacity at their own pace.

> Job redesign or role adjustments: Temporarily removing or modifying tasks that are physically or emotionally demanding.

5. Involve the employee in the return-to-work process

Returning to work after treatment can be both a milestone and a mental minefield. Fear of being behind, of not performing the same, or of being treated differently can be really anxiety inducing for individuals.

That’s why involving the employee in the return-to-work planning is so important. Let them guide the pace, and check in regularly – not just on performance, but on how they’re feeling.

Cancer recovery is not linear so whilst it can be important for the employee to be provided with clear expectations, it’s also necessary to remain flexible.

6. Don’t forget carers

It’s not only those diagnosed with cancer who struggle. Research has widely shown that cancer can negatively impact relatives’ overall wellbeing and family relationships – they often face huge emotional strain, whilst trying to juggle work and/ or caring responsibilities. But better support for relatives could help them better cope after the diagnosis.

Consider flexible leave arrangements and regular mental health check-ins for the family of someone who’s received a cancer diagnosis. Ensure there are also clear policies in place for compassionate or unpaid leave. Offering family the same empathy and flexibility reinforces a culture of care and retention.

Lead with compassion

Cancer can change everything for an individual and the circle closest to them. Being present, listening without judgement and showing that your workplace is a safe space, can be incredibly meaningful to someone who may be dealing with an incredibly difficult period in life. Sadly, someone in your workplace will likely be touched by cancer – how you support them could make all the difference.