The SARS-Cov-2 pandemic isn’t over and as people continue to contract the virus, affecting their ability to work, we’re at a point where we’re learning to live with this virus.
One gain to came out of the pandemic was learning that employees can productively work from home (WFH). This opened up the world of employment for many workers with disabilities since they no longer had/have to struggle with the work commute and associated stressors (overcrowded buses, tubes and trains or the physical exertion of commuting).
Despite the fact WFH decreases the risk of contracting Covid-19 for all workers, those with disabilities remain a high-risk group who need focused support should they contract the disease. Many workers will also develop Long Covid and may need special accommodation in the workplace for months, maybe years to come. So, what can be done to support these workers in their recovery while working from home? Dr Karen Michell, a Research Programme Lead at IOSH (the Institution of Occupational Safety and Health) explains where to make a start.
Get to understand their symptoms and the impact on their ability to work
Some people report limited symptoms, stating they can continue working, while others may be so unwell they’re unable to work. For this reason, there’s a need to consider how the individual’s symptoms have impacted their current health and possibly exacerbated their disability. Workers don’t need to be 100 percent fit to work but should work within their limitations. Their symptoms may limit physical activity, cause brain fog and exacerbate fatigue. Consult openly so there is a clear understanding of their needs. Focus on their abilities and allow them to work within these abilities. This may mean complete absence in the acute phase, or less screen time for those with brain fog and working reduced hours for those who suffer with fatigue.
Allow for flexible working
Work is an important part of the recovery process since it enhances self-worth and helps generate a sense of purpose, though this must be realistically managed. Reported symptoms may vary from day to day and in some cases hour to hour, affecting a worker’s ability to work. Allowing workers the facility to be flexible with their working hours will help them to better manage their symptoms: such as working in the morning when they feel strongest and resting when they tire; providing an environment where workers can pace themselves through fewer tasks; extending deadlines; or allowing a slower pace of work. Workers need to feel they can pace themselves and take the time they need without fear of reproach. This is often a challenge for the manager, but a manager needs to allow the worker to lead the recovery process.
Stay connected
Keep communication channels open and agree with the worker that there’ll be a regular check-in. The purpose of this is not to control the worker but to monitor their progress and establish if their needs have changed, possibly requiring additional support. Workers need to feel connected. Check they have the access they need to health services and that medical appointments are kept. Ensure co-workers understand the adjustments needed to allow workers to recover at their own pace. Often, a forced recovery is a cause of relapses, which are even more difficult to manage, both for the employee and the employer.
Address the occupational psychosocial risks
These are risks that arise from the design, organisation and management of work and are often less tangible and difficult to understand. Work aspects, such as work demand exceeding the worker’s current ability; having no control over how to work; fears of job security; and a lack of support during their illness are all examples of how a worker can experience occupational stress during this time. Monitor for mental health issues that may develop and address any fears, such as worries over job security, loss of income and/or reduced performance through open and honest conversation. It’s important to create an organisational culture that encourages and supports open and frank discussion.
Be supportive, be patient
Managing workers who have disabilities and Covid-19 needs to be planned, supportive and flexible. There needs to be an acceptance that a worker will not be at full capacity and allowance made for a phased return. Each case will need to be managed on a case-by-case basis because the body systems affected and the disability experienced by each worker will be different.
