Supporting Employees with Long Covid: Intersectional Inclusion Strategies.

Long Covid is a workplace challenge with far-reaching implications. In the US alone, almost 18 million people have Long Covid, and 65% of them are working . The number of those who do not work is high enough to contribute to labor shortages . And the toll of human suffering when Long Covid meets unaccommodating or uncaring work environments is enormous - one person described the feeling as being "thrown in the trash ."

The complexity of Long Covid, its changing nature, and the lack of understanding of the many different ways it can impact people all contribute to the lack of support. However, while Long Covid might be a relatively new problem, there is no need to invent support systems from scratch - much of the work on disability inclusion and neuroinclusion can be successfully adapted to inform the approach to supporting employees with Long Covid.

Long Covid as a form of acquired neurodivergence

Long Covid is characterized by a variety of symptoms that persist for months and years after the acute phase of COVID-19 has passed. While respiratory and cardiac issues are well-known aspects of Long Covid, its neurological, cognitive, and emotional impacts are equally significant . Individuals may experience brain fog, memory problems, difficulty concentrating, executive function difficulties, anxiety, depression, and other neurocognitive symptoms that profoundly affect their daily lives and work. Hence, although it is often seen only as a prolonged physical illness, it is critical to recognize that Long Covid is also a form of acquired neurodivergence - a difference in neurobiological functioning. Thus, in addition to using what we know about physical illness, models developed for neuroinclusion at work are highly relevant to alleviating the struggle of Long Covid.

Many adjustments that can support employees with Long Covid and other neurodivergent people, such as providing written instructions, quiet workspaces to reduce distractions, and using asynchronous work, are listed in this Harvard Business Review article I coauthored with Katie Bach and Beth Pollack. In addition, the overarching principles for intersectional (neuro)inclusion centered in my book, The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work, are likely to be helpful in addressing the complexity of Long Covid and the intersectional considerations relevant to each employee.

The Canary Code Principles as applied to Long Covid inclusion

The premise of the Canary Code is that systems supporting talent most impacted by organizational ills—canaries in the coal mine—support everyone. Neurodivergent and multiply-marginalized employees are likely to be such canaries, as are those dealing with Long Covid. Here is how applying the Canary Code principles to organizational systems across all talent functions, from job development and hiring to promotion, can help support and include employees with Long Covid:

Participation

Including employees with Long Covid in designing their work and accommodations is crucial. No doctor will be able to provide a list of specific accommodations that will work for all occupations and organizational environments. Individuals are experts on their needs and strengths, and their input is crucial to crafting optimally productive approaches to work.

Focus on Outcomes

Energy fluctuations, dizziness, and other symptoms characteristic of Long Covid often impact how employees can work (e.g., some need to work while lying down). However, they can still accomplish the outcomes, and it is crucial for managers to focus on outcomes and avoid assumptions based on disability stereotypes and one-size-fits-all workstyle expectations.

Flexibility

Removing arbitrary barriers to work based on rigid time , place, and work-style expectations is crucial for supporting employees with Long Covid. Job crafting, job sharing, gradual transition back to work, and other flexible approaches can be crucial to supporting productivity and retaining employees with Long Covid. Flexibility is also highly valued by all employees, and implementing it across the organization helps marginalized talent who juggle multiple challenges, and increases the satisfaction of all employees.

Flexible work that allows people to work from home, normalizes the use of protective equipment, and allows for sufficient time off to recover from an illness can also be a tool for preventing additional cases of Long Covid.

Organizational justice

Justice in the workplace and implementing fair procedures can help avoid horror stories such as employees being fired while fighting illness in the hospital . Fair treatment, respect for employees' dignity, and having mechanisms for correcting unfair decisions are crucial for supporting those with chronic illnesses, as well as all employees. The same mechanisms also support organizational reputation and the ability to recruit talent.

Transparency and clear communication

Those struggling with energy fluctuations and brain fog cannot afford to invest energy into deciphering cryptic messages and organizational doublespeak. Clear communication is an essential tool for disability, neuroinclusion, and intersectional inclusion. It also helps avoid errors, supports psychological safety , and facilitates the performance of all employees.

Valid tools for decision-making

Ableist stereotypes and assumptions often limit opportunities for disabled, chronically ill, and neurodivergent talent. The impact of stereotypes on high-stakes decision-making, such as hiring, performance evaluation, and promotion, is ameliorated when organizations use valid instruments carefully tied to essential job functions and skills. When a data analyst needs to work while reclining or a cashier needs to sit down while working a register, using valid measurements focused on skills and performance is crucial for ensuring fair and effective evaluation and reducing bias.

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Solving the problem of Long Covid at work requires a systemic approach. Using existing models for systemic and intersectional neuroinclusion, such as the Canary Code , can help organizations effectively focus their efforts and solve multiple inclusion problems while supporting more productive work environments for all.

NEWSLETTER ITEMS

?? Check out this HBR IdeaCast podcast on Long Covid at work, where Beth Pollack and I address crucial incusion questions and provide more details on how Long Covid manifests, https://hbr.org/podcast/2024/05/the-hidden-burden-of-long-covid-and-what-companies-can-do

?? Join the LinkedIn audio conversation about chronic illness at work on Tuesday, May 21 https://lnkd.in/gRUaQWJm . I am speaking! Hosted by Harvard Business Review .