World Cancer Day: Line managers hold the key to cancer support at work

Summary

On World Cancer Day (4 February), Veronica Foote highlights that the campaign theme ‘United by Unique’ underlines how every cancer journey is different. Research from the Bevan Report (Institute for Employment Studies with Working With Cancer) shows line managers are the single most influential factor in whether employees with cancer have a positive workplace experience. Yet 58% of HR managers worry about line manager capability and only 11% of organisations provide cancer-specific training. The article calls for targeted training, clearer responsibilities between HR and line managers, coaching, protected time for conversations and accessible expert support to improve return-to-work outcomes and retention.

Key Points

Line managers most directly influence whether employees with cancer thrive, survive or leave work.
58% of HR managers are concerned about line manager capability to support people with cancer.
Only 11% of organisations provide cancer-specific training; 78% provide none.
Cancer is often a fluctuating, long-term condition; recovery and side effects can persist for years.
Line managers need training on treatment impacts, legal obligations (Equality Act) and reasonable adjustments.
Practical support includes coaching, clear guidance on roles, protected time for check-ins and EAP/debriefs for managers.
Investing in manager capability delivers retention, productivity during phased returns and protects organisational reputation.

Context and relevance

This is not a niche HR problem: one in two people will be diagnosed with cancer in their lifetime and almost one million working-age people in the UK are living with cancer. With around 160,000 new working-age diagnoses annually, employers will repeatedly face this reality. Poor manager response contributes to job loss (affecting 53% of people with cancer) and reduced return-to-work rates; conversely, skilled line management supports retention and phased returns. The article ties into broader workforce trends — ageing populations, long-term health conditions, and the need for inclusive absence and wellbeing frameworks — and highlights a clear, cost-effective area for organisational investment.

Why should I read this?

Short answer: because if you manage people (or set policy), you’ll see this in your team. The piece is punchy and practical — it flags a big capability gap and gives doable fixes: targeted training, coaching, clearer expectations and simple managerial support steps. Read it to avoid getting blindsided by poor return-to-work outcomes and to keep good people in post.