Reasonable adjustments to the working arrangements and processes for staff members with a cancer diagnosis

Making reasonable adjustments to working arrangements and processes is often the most impactful way to support an employee with a cancer diagnosis, as it directly accommodates the unpredictable nature of the illness and its treatment.

The cornerstone of this approach is implementing true flexibility in working hours and locations. Rather than enforcing a rigid schedule, organisations should allow the individual to adjust their start and finish times to align with their fluctuating energy levels, as treatments like chemotherapy can cause intense morning fatigue or sudden bouts of nausea.

Transitioning the role to a hybrid or fully remote setup whenever possible is incredibly beneficial; it eliminates the physical exhaustion of a daily commute, allows the employee to work in a comfortable home environment, and protects their compromised immune system from exposure to public germs.

When they do need to be on-site, implementing a formal phased return-to-work plan allows them to gradually rebuild their stamina by working reduced hours or fewer days a week, scaling up only when they feel truly ready.

Beyond modifying schedules, it is equally vital to adapt day-to-day operational processes and workload distributions to reduce cognitive and physical pressure. Managers should proactively review the employee’s core responsibilities and temporarily reallocate time-sensitive, highly stressful, or physically demanding tasks to other team members. This shifts the focus toward output rather than a strict presence at a desk.

To support a colleague experiencing “chemo brain”—which can cause temporary lapses in short-term memory and concentration—processes should be restructured to prioritize clarity and documentation.

Rather than giving verbal instructions or relying on spontaneous hallway catch-ups, follow up every discussion with a brief, written summary of action items and deadlines. Breaking large, complex projects down into smaller, bite-sized milestones with extended deadlines provides a helpful psychological safety net.

Temporarily lowering performance metrics, sales targets, or call volumes to account for fluctuating energy levels and cognitive fatigue can help ease colleagues back to full performance.

Finally, building automated coverage into the team structure ensures that if the employee needs to step away suddenly for a medical appointment or a rest day, their workload is seamlessly managed without causing them guilt or creating an operational bottleneck.

A phased return to work is essential after long absences. A standard recommendation is a structured, gradual increase in hours and duties over at least 12 weeks, reviewed regularly.