Five meaningful ways to support an employee with cancer 

By Michelle Robinson Hayes, mental health trainer and preventative services lead, Vita Health Group 

Each year, cancer quietly enters UK workplaces, with more than 1,000 people receiving a diagnosis every single day. When it happens, employers are often quick to focus on the visible, physical impact of treatment. But in my experience, it’s the psychological impact that is most often underestimated – and most keenly felt. 

Anxiety about the diagnosis, fear of the future, loss of identity, and concerns about work, family and finances can all collide at once. While support is available, employees often do not know where to find meaningful support, or they feel uncomfortable asking for it at work. 

This gap matters, because when support relies too heavily on policies and processes alone, it can feel impersonal at exactly the moment people need humanity the most. It’s here that HR teams, people managers and leaders have far more influence than they often realise – but only if they’re willing, and know how, to lead with compassion, not just compliance. 

Based on my work with organisations and individuals impacted by cancer, here are five six important ways employers can make a real difference. 

1. Listen without making assumptions

One of the most common mistakes I see in employee care of any kind is assumption – assuming how someone feels, what they are capable of, or what they need. Cancer is not a single experience, and neither is the emotional response to it. 

There is huge power in listening, without rushing to fix, find solutions, or fill the silence. Let the employee lead the conversation and decide how much they want to share. It’s also important to acknowledge that what someone requires one week may look very different the next. Reassure the employee that you are there to listen, and that they can share openly without fear of judgement. 

2. Offer genuine flexibility 

Feelings of emotional and physical overwhelment do not always run on predictable schedules. Offering flexibility around hours, location, workload or deadlines – and doing so proactively – removes the pressure on employees to constantly justify themselves. 

Ensuring a flexible working policy is genuine – and not just flexibility on paper – gives an employee agency to work in ways that feel manageable. When well-supported, work can remain an important source of identity and normality through cancer. 

3. Equip managers to lead with empathy and confidence 

It’s often the case that a manager wants to be supportive, but they are terrified of saying the wrong thing. Without training, that fear often leads to avoidance or over-formal responses that unintentionally increase feelings of isolation for the individual with the diagnosis. 

Investing in training that builds confidence in compassionate conversations is not a ‘nice to have’. When managers feel equipped and confident in their approach, they show up more humanely – and when employees feel safe to disclose, psychological wellbeing is supported. 

4. Keep showing up – and signpost to the right support 

Support at diagnosis is important – but it shouldn’t peak there. Nearly 3.5 million people are living with cancer in the UK, each at a different stage of their journey. Long treatment journeys, remission recurrence and return-to-work phases can all carry significant emotional weight. 

This is why regular, gentle check-ins really matter Clearly signposting ongoing support – whether occupational health, employee assistance programmes (EAPs), or specialist cancer charities – is also important. Many people don’t access help simply because they don’t know that it exists or feel unsure whether they qualify. Don’t let this be a barrier to critical support. 

5. Recognise the needs of carers 

Cancer very rarely affects just one person. Colleagues may be caring for partners, parents or children, while trying to stay afloat at work. 

Carers often fall through the cracks because their struggle can be less visible. Showing understanding during periods of crisis and explicitly recognising the responsibilities of carers can help to prevent burnout, while also demonstrating that, as an organisation, you see the whole person, not just their input. 

Even through such a life-altering experience as cancer, work can become a stabilising force, rather than one of stress. For anyone affected by cancer, even the smallest nods of support and kindness can matter far more than we often realise. 

Disclaimer: The views expressed in this opinion piece are those of the author and do not necessarily reflect the views of The Well Crowd. This content is for information and discussion purposes only and should not be taken as medical, health, or professional advice.