Returning to work after cancer

Returning to work after cancer involves navigating personal and professional challenges, including finding one's place, rhythm, and dealing with the gaze of others. A Fasterclass survey of 2,913 active French people found that the silence surrounding illness at work stems from a lack of habit rather than a lack of goodwill.

Sick leave and long-term effects

According to the VICAN5 survey by the National Cancer Institute (INCa), 77% of those working at the time of their cancer diagnosis experienced at least a one-month sick leave, with an average duration of ten months. Five years later, 63.5% of respondents still have lingering effects from the illness or treatments, and nearly one in two (48.7%) suffers from clinically significant fatigue.

Fear of being judged at work

Employees surveyed by Fasterclass identified the fear of being considered less performant as the most difficult aspect of facing a serious illness (37%), ahead of the lack of dialogue with managers (35%) and the difficulty in discussing fatigue or limitations (33%). This highlights the cult of performance, whether in the workplace or daily life, which distances individuals from their own feelings and needs.

Personal experiences and challenges

Melanie, 31, in remission from breast cancer and a member of the association Jeune et rose, noted the challenges of returning to work, including reconciling ongoing treatments with professional life and making colleagues and managers understand that she is no longer the same. Admitting to a manager that one is not yet holding the same pace as before remains difficult for many employees.

Managers' perspectives and uncertainty

Only 13% of employees find this admission easy, while nearly one in two (48%) finds it difficult, with 19% fearing they may appear uninvolved. For 38% of employees, the ease of this conversation depends on the manager. Managers also expressed uncertainty, with only 15% considering the matter entirely easy and 46% stating it depends on the manager. This indicates that the speech is released or silenced based on the personality of the listener, rather than on a common rule.

Colleagues' reactions and workplace pressure

Around these exchanges, the looks of colleagues also weigh heavily. 29% of employees reported feeling that people looked at them differently after the illness, and 21% experienced silence or avoidance from colleagues. Managers cited pressure to return to work as before (30%) compared to 21% of employees. These results suggest that kindness is not lacking in the workplace, but the words, listening, and habit of sincere exchanges are.

Promoting open communication

To address this, Fasterclass is promoting a culture of feedback within managerial relationships to encourage open communication.