Cancer is a $139 billion problem for organizations—but not in the way employers might expect.  

In today’s culture-driven landscape, retaining top talent has become a sprint to form genuine, lasting connections before employees seek them elsewhere. Seven in 10 employers admit they are struggling to hold onto their workforce amid an ongoing ‘reshuffling’ to join organizations that demonstrate a stronger commitment to employee wellbeing.  

Cancer, as it turns out, may play a leading role in this dilemma.  

Cancer’s Growing Presence at Work 

Amid emerging advancements in treatment and surging incidence rates worldwide, the presence of cancer in the workplace is on the rise as more employees continue to work through or after their treatment. It is now estimated that one in five people worldwide will develop cancer at some point in their lifetime—half of whom are of working age—while nearly 30 out of every 100 employees are actively undergoing treatment. As a result, nearly three-quarters of employers have observed a growing prevalence of cancer among their workforce in recent years. 

This presents a momentous opportunity for employers to showcase their commitment to employee wellbeing that, unfortunately, far too few are seizing. 

According to The Employee Experience Report: Living and working with cancer by Reframe Cancer, approximately 70 percent of individuals working with or returning to work after cancer report feeling unsupported by their employers. Specifically, nearly three-quarters cite a lack of adequate support and understanding from their line managers, while almost 80 percent say their benefits fail to meet their needs. 

Moreover, new insights from Reframe Cancer, Cancer and Careers, and Cancer@Work further depict a troubling picture of how cancer survivors are currently treated in the workplace. Their research reveals that more than half of employees with cancer either refuse to disclose or fear revealing their diagnosis, as those that do are made to feel like a burden (45 percent) and feel pressured to return to work before they’re ready (68 percent).  

Consequentially, despite more than two-thirds of those with cancer asserting that working aids in their recovery, up to 40 percent will not return to the workplace, while 10 percent of those who do intend to leave once they are in better health.  

The result: Cancer is costing employers hundreds of billions of dollars each year, not only due to its direct impact on individuals’ work ability and employment status, but more profoundly because of employers’ failure to create a supportive and accommodating workplace for those affected. 

The True Cost of Cancer at Work 

When employers fail to create a supportive environment for individuals battling or recovering from cancer, their organizations not only incur the immediate costs associated with the consequent turnover and productivity loss, but also suffer long-term consequences to their culture, including declines in employee engagement, morale, team cohesion, and creativity—all of which expose the organization to further losses of talent and productivity. 

Not only are half of the world’s workers at risk of receiving a cancer diagnosis in their lifetime, but 70 percent of the employed population also identify as caregivers—including the 62 percent of cancer caregivers who remain employed while caring for a loved one with cancer. What this means for employers is that not only do they risk alienating those directly impacted by cancer by failing to facilitate their continued employment or successful return to work, but also risk estranging a significant portion of their workforce who are deeply familiar with the hardship of cancer and other serious illnesses.  

Likewise, when employees observe that some members of their team are not treated with the respect, understanding, and compassion they deserve, a chain reaction can occur in which employees begin to doubt their employer’s support for their own wellbeing and decide to leave in search of a more supportive environment. For those who stay, the feeling that they are just a number can result in a diminished connection to their work, a weakened sense of safety and belonging, and an overall decline in motivation and personal initiative.  

With these consequences in mind, what can employers do to foster a supportive environment for those impacted by cancer? 

Supporting Employees with Cancer: 7 Steps for Employers 

The following are seven steps employers can take to create a more inclusive workplace:

1. Invest in comprehensive training solutions: “Education is the foundation of empathy,” asserts Yara Maria Kamel, Clinical Success Coach at Workplace Options and spouse of a cancer survivor. “Training managers and colleagues to understand the challenges of working with or recovering from cancer equips them to provide thoughtful, compassionate support that can make all the difference.”  

“Managers and colleagues will provide a co-worker with excellent support if they understand what is happening and are involved in key decisions about cover arrangements,” explains Barbara Wilson, Founder of Working with Cancer, for whom Workplace Options is one of nearly 2,000 organizations to sign the Working With Cancer Pledge. By educating staff on the challenges of working with cancer, its impact on wellbeing, and the dangers of stigma, employers can foster a network of informed support for survivors to lean on throughout their cancer and return journey. 

2. Invest in holistic wellbeing solutions: Creating a truly supportive workplace for employees with cancer ultimately requires a demonstrated commitment to their overall wellbeing. Cancer serves as a very poignant reminder that employees are humans first: Fragile, precious, and deserving of care and protection. By investing in holistic wellbeing solutions that address their whole person—including their physical, psychological, and practical needs—employers can provide the comprehensive support employees need to avoid or manage stress, focus on their health and recovery, and get back to pursuing their goals.  

3. Develop inclusive and informed people leaders: “Managers have a pivotal role to play as they have the day-to-day relationships with team members,” Wilson tells People Management. Managers are the ones who will ultimately be involved in determining what adjustments and support can be provided to help individuals remain or return to work, “so it is paramount to train and guide them to have those sensitive conversations.”  

This is especially critical in the face of findings that reveal a high prevalence of stigma among managers, including harmful beliefs about cancer mortality and recurrence, as well as well-intentioned but misguided perceptions of how to accommodate affected employees. Removing an employee on sick leave for cancer treatment from group chats and other internal communications to avoid “bothering” or “worrying” them during their treatment is just one example of a well-intentioned but ultimately harmful “accommodation” made when managers fail to engage in clear and open communication with the employee.  

By training people leaders on how to have sensitive and constructive conversations about how they can best support them during their cancer journey, employers foster a culture of care and inclusivity that begins at the top and permeates throughout the organization. 

4. Embrace flexibility and employee autonomy: Effectively supporting employees with cancer inevitably involves providing them with enough space to tend to their health-related needs without compromising their performance or security at work. This includes offering flexible work arrangements that allow employees to attend medical appointments, take necessary breaks, and work from home on days when coming in could jeopardize their health or recovery. Likewise, granting employees more influence over their roles and responsibilities during this time ensures they maintain a realistic, achievable workload, reducing their risk of stress, helping them feel valued and capable in their contributions, and empowering them to fully engage in their work. 

As Kamel observes, “Flexibility is empowerment. Returning to work after a cancer diagnosis is not just about resuming professional duties; it’s about rebuilding a sense of normalcy, confidence, and purpose. By allowing employees to adapt their work to their health needs, organizations send a powerful message: ‘Your wellbeing matters, and we trust you to manage your recovery and contributions effectively.’” 

5. Establish an employee resource group (ERG): Cancer can be an incredibly isolating experience, but creating an employee resource group (ERG) for survivors can help remind them that they’re not alone—in life or in the workplace. By creating a safe space in which employees (and caregivers) can bond over shared experiences, exchange tips and resources, and lean on each other for emotional support, employers can protect their staff from the isolation, loneliness, fear, and uncertainty that can hinder their recovery and return to work.  

6. Review policies to ensure compliance and fairness: Fostering a genuinely safe and inclusive work environment for cancer survivors involves evaluating key workplace procedures—such as sick leave, disability accommodations, flexible work arrangements, health insurance coverage, and other benefits offerings—to ensure they meet the needs of employees with cancer. It also includes verifying that anti-discrimination policies are robust and explicit in their protection of employees with cancer, and that employees have clear access to support without fear of retaliation or unfair treatment. By enacting transparent and equitable policies, employers ensure that employees feel safe accessing the support they need at work, reinforcing their sense of belonging and wellbeing.  

7. Continuously monitor for psychosocial risks: While work has been proven to play a pivotal role in facilitating cancer survivors’ recovery, it can also pose substantial risks to their health and wellbeing if not carefully managed. Occupational hazards such as excessive workloads, low job control, unsupportive management, and isolated work can exacerbate stress and undermine survivors’ healing and return to work journey. By engaging in psychosocial risk prevention, employers can maintain a workplace free from hazards that may hinder employees’ successful return and recovery, and in turn foster a more supportive and inclusive environment. 

Return to Work – Cancer Care Compass: A New Workplace Options Solution for Supporting Employees with Cancer 

Recognizing the increasing presence of cancer in the workplace and the growing demand for specialized support, Workplace Options is proud to announce the launch of Return to Work – Cancer Care Compass, a new wellbeing solution designed to help cancer survivors achieve a seamless reintegration into the workplace while facilitating their physical, psychological, and professional recovery.  

Tailored to address the practical and emotional challenges that can arise throughout the return-to-work process, Return to Work – Cancer Care Compass combines holistic support for employees with dedicated support for managers to ensure both can move forward together with confidence and ease. Delivering this support are the Coordinators of Occupational Reintegration and Adaption (CORAT), who provide ongoing reintegration coaching and emotional support to help employees set and achieve realistic goals related to their return and recovery, while conducting manager consultations to help guide the development of a collaborative and effective return-to-work plan.  

All told, key features of the program include: 

• Personalized recovery plans: The CORAT collaborates with employees to create a customized program tailored to their individual return and recovery, providing holistic support for their physical, psychological, and professional wellbeing. 

• Fortified emotional and professional resilience for employees: Emotional support fosters stress resilience, positive coping strategies, and adaptability in returning employees. 

• Comprehensive resources and support for managers: Managers receive a specialized toolkit and expert consultations offering guidance and best practices for return-to-work processes such as reaching a team agreement, adapting a job position, and creating an effective reintegration plan. 

• Enhanced organizational commitment to employee wellbeing: Program participation reflects employers’ dedication to supporting employees’ holistic wellbeing and promoting an inclusive workplace.   

At WPO, we know the profound impact the workplace can have on employees’ health and wellbeing—and the employees know it, too. 92 percent of cancer survivors say the support they receive at work is essential to their recovery. That’s why WPO is committed to helping organizations develop inclusive environments for cancer survivors through comprehensive reintegration plans that facilitate their full return and recovery. 

“A successful return to work isn’t just about logistics; it’s about emotional resilience and meaningful reintegration,” Kamel explains. “Programs like Return to Work: Cancer Care Compass empower employees in their recovery journey and create a unique opportunity for organizations to redefine what support means in the workplace. By prioritizing the holistic wellbeing of employees affected by cancer, they create a culture where everyone—regardless of their challenges—can thrive.” 

Ready to strengthen your commitment to employee wellbeing and support your employees’ return journey? Contact us today and learn more about how our Return to Work: Cancer Care Compass program can help.