How to help employees with a long COVID

Meanwhile, there is still a lot about the long COVID that remains unclear. The CDC describes it as a “wide range of new, recurring, or persistent health problems” that occur at least 4 weeks after infection. in One large recent study Including 100,000 people in Scotland, one in 20 COVID patients said they had “never recovered” more than half a year after the onset of infection, while around 40% reported they had “only partially recovered”.

Sheryl Bates Harris, senior disability advocacy specialist at National Disability Rights Network.

Engaging and accommodating employees

Employees infected with the coronavirus generally fall into two categories: those with debilitating, long-term symptoms that prevent them from working altogether, and those with mild to moderate symptoms that allow them to remain productive in appropriate workplaces.

“In a situation where many industries are currently labor-restricted, the importance of maintaining the long-term employer-employee relationship is greater than ever,” says Craven, who is leading McKinsey’s public health response to COVID-19. “What flexibility can they offer so that they don’t permanently lose a factor that could be a huge asset to them in the long run?”

For employees with prolonged mild to moderate COVID symptoms, employers should provide a safe and supportive environment to openly discuss how they can help, advocates say. It is also important that you are educated about COVID for a long time.

Under the Americans with Disabilities Act, employers are expected to provide “reasonable accommodations” for people with disabilities, but advocates encourage employers to set a positive example by having these conversations and listening to the needs of their employees regardless of their status under the disability law.

“You might hate giving away years of work experience and years of training that person had, simply because there’s a part of their job they can’t do or they now have health disabilities,” Bates Harris says.

Experts suggest that if an employee can’t walk long distances because he takes a breath or gets tired quickly, employers can offer teleworking as an option wherever possible, allowing the employee to work from home. They can ensure that the employee is equipped at home with the devices and tools they need to do their job well.

If an employee’s job does not allow them to work from home, the employer can reduce their physical exertion, make sure they get adequate or extra breaks, or give them more time to use inhalers and sprays for shortness of breath, for example. They can also provide individual mobility devices, such as electric scooters, so the employee can move around without exhausting themselves, says Bates-Harris.

“I don’t care that my family members come at 4 in the morning and work until 10 in the morning,” says Dras. “Whichever kind of flexible schedule is right for them, I want to make sure I’m flexible in providing access to my premises.”

A collaborative workplace environment and the use of shared tools and documents can help reduce interruptions if an employee is ill or absent. Zoom meetings that are recorded can also help employees catch up and stay in touch. The employee may ask for different responsibilities and tasks that are more appropriate to his state of health.

As the employer himself, Dras tried to provide these facilities, saying that it is an opportunity for employers to learn how to keep employees happy.

Legal right to go on vacation

Ultimately, the prolonged COVID will require employers to be more flexible, experts say. If a worker is fatigued from an intense week, they may need to take time off to recover or attend medical appointments. Bates noted that one of the biggest complaints her organization receives is calls about leave and attendance.

While every case is different, in the United States, the Americans with Disabilities Act and the Family Medical Leave Act give many workers a number of protected rights, including unpaid sick leave. Those who work for a company with 50 or more employees or in a government or public agency for a minimum of 1,250 hours over a 12-month period may qualify for unpaid leave of up to 12 weeks per year for family and medical reasons.

The Leave Act protects an employee from dismissal for going on extended leave and requires employers to continue group health benefits during this period of absence.

Advocates say that if people have had Covid symptoms so long that they can’t work at all, they may be eligible for Social Disability Insurance benefits. But they caution that the qualifying process may not be quick or easy, and is exacerbated by the fact that many long-term COVID sufferers cannot work due to extreme fatigue and brain fog, which makes the physical process of applying even more difficult.

Advocates say part-time employees shouldn’t be forgotten either. Employers can think about what they can do to help part-time employees meet the requirements to make them eligible for disability insurance.

While many of these facilities may cost money, advocates stress the long-term benefits.

“The organizational knowledge and experience that existing employees have far outstrips anything they would gain by hiring someone new off the street and training,” Bates Harris says. “Employers with experience hiring people with disabilities have long learned that the cost of onboarding an employee far outweighs the cost of hiring new employees.”

With less than 3 years of information on COVID-19, Craven also stresses the importance of being agile. “Create policies now but revisit them over time based on new information, how people use it, how they work with employees, and how they work for employers,” he says.

“The first version doesn’t have to be perfect.”

Resources for Employers

Employers can also access the Workplace Network, which is funded by the US Department of Labor. It’s a leading source of free, expert, and confidential advice on issues including the workplace and employment of people with disabilities.