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650,000 US employees a year – and their managers – require a much more
extreme form of flexibility than ongoing FWAs. Diagnosed with a range of
cancers, many of these employees will walk into a manager’s office one
day with an unexpected announcement: “I have cancer.” As the shock
wears off, talk turns to how to begin treatment and, most often, to
continue working at the same time. Employees will have questions about job
security, flexibility and career impact.
Few companies prepare their managers, HR staff and employees for this
challenge. Cosmetic Executive Women, leaders of the US cosmetic industry, have
long fought cancer individually and as an industry. They thought
systematic and effective guidance for companies was needed. Their
foundation Cancer and Careers
partnered with Rupert & Company to assess what managers, HR and staff
needed to succeed -- and to design a solution.
In a series of compelling focus groups, interviews and design discussions
with cancer survivors, their managers and HR, many needs emerged – chief
among them was what we call “extreme flexibility.” Integrating
demanding treatment regimens and ongoing work requires far more than a
one-time schedule change. Managers may be asked to support a sequence of
part-time, disability, work from home, full-time with some work-at-home,
and part-time – all in a 4-month period. This is extreme flexibility.
The Managing Through Cancer Pioneers initiative was launched with a comprehensive website and a commitment to
support best practices in companies.
Early Pioneers Rodale, Johnson
& Johnson, RSM McGladrey, Liz Claiborne, Novartis and Estée
Lauder Companies have customized the robust Pioneer website to provide
specialized guidance to their managers, HR professionals and staff.
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