Annabel Kerr had been limping for at least two months – she had had x-rays, physiotherapy, seen a chiropractor – nothing seemed to work. Finally, after some other tests for tiredness, she found out what the problem really was, she had multiple schlerosis, or MS. It seemed that her knee problem was not because of the joint, but because her muscles were not functioning normally.

Annabel was well known in the bank as she had been working there for over 10 years. She was responsible for company publications and had worked with most divisions at some time or other. Annabel was married with two kids, a boy at university and a daughter doing her final year at school. She had a couple of close friends at work, and spent most of her spare time with family.

When Annabel was given the test results, she was shocked. Although she had not been feeling “quite right” for a while, she never expected something like MS. There were so many things that went through her mind: medical expenses and treatment, lifestyle, coping with work, the stress for her daughter doing year 12. Would the company want her to leave, how would they cope financially and how much work could she realistically manage?

Annabel really enjoyed her job and wanted to keep working somehow. After a couple of days, she made an appointment to speak to her manager, Ian Blackburn. Annabel's doctor wanted her to take some time off to undergo some specialist tests, establish medication levels and possibly trial another treatment as well. Annabel was open with Ian about wanting to keep working as much as she could: “It's really important to me to keep up my normal routines” Annabel told Ian. However, Annabel could not yet indicate how much of her full-time job she would be able to cope with in the future.

A supportive response

There were a number of issues to be considered by Ian in supporting Annabel through this period of her illness. Annabel had applied for a month's sick leave, but made it clear she wanted to return to her current position, all going well, on her return.

Privacy issues: Ian discussed with Annabel who she had already told about her illness, and what information she wanted her colleagues to have. Annabel had only shared her diagnosis with her 2 close friends, but realised that it would be necessary for others she worked with to be informed also. She asked Ian to make a general announcement to everyone, so that they all knew the same information. In his briefing of staff, Ian would explain that after some leave, Annabel would return to work, but that at this stage, her prognosis was uncertain.

Communication while away from work: Ian arranged for a temporary replacement to move into the publications department, and for one person to be responsible for regularly getting in touch with Annabel while she was on leave. This was to be a weekly “catch up”, so that Annabel did not feel isolated from the workplace.

Flexibility: The nature of Annabel's illness meant that there would probably need to be a flexible response by the company with regards to her working conditions, and that this would need to be reviewed over time. Hours of work, responsibilities and use of leave, may all need to be viewed in a flexible manner in the future. click here for info on negotiating flexible work practices

Other supports: Ian was very sympathetic, and tried to do all that he could from the company's side to help Annabel. He offered her some counselling support through the company's Employee Assistance program, but Annabel didn't think she needed it. Annabel explained that she talked openly with her husband, sister and close friends, as well as being referred to the MS support group by her doctor. She did appreciate the thoughtfulness behind the offer though, and had not actually realised before that this was even available. Ian understood that his role was to provide a supportive environment, and ensure that Annabel was not discriminated against because of her illness.

Reactions of others

While Annabel's friends were her main supports at work, some of her other colleagues were not sure how to react. They did not know whether they should speak to Annabel about her illness or not. Several were upset and shocked about the seriousness of Annabel's illness and worried about her future. Annabel herself was still adjusting to the changes and issues she may face in the future.

Managing return to work

Ian and Annabel agreed to talk in the week prior to her return, so that they could develop an appropriate plan for her return. In consultation with her doctor, Annabel asked for a reduction to 4 days per week, instead of her full-time position. This would give her rest time as well as more flexibility for medical appointments. At this stage, Annabel believed she could manage her usual responsibilities, and her health did not have an impact on her capacity to produce quality publications. Ian and Annabel agreed to meet fortnightly to monitor how she was coping.

The value of work

Annabel's illness meant many changes in her lifestyle: she could no longer manage housework, and had to reluctantly give up her weekly game of tennis. However, maintaining her role at work gave Annabel a sense of normality and that her life was not totally now out of her control. As work had been an important part of her identity for years, she was determined to keep working: she wanted to be a contributing member of her family and her company for as long as possible. Going to work was also a part of her social life, and she was anxious not to become isolated and stuck at home. In supporting her return to work, and her on-going involvement, the company was a valuable aid for Annabel in meeting the health challenges that lay ahead of her.