One place to turn for tools and information is the Alaska Department of Labor and Workforce Development. Its Division of Vocational Rehabilitation (DVR) can assist the employer with reasonable accommodations and assistive technology, as well as training to maximize the employee’s success and effectiveness in carrying out their work duties, explains Adam Weinert, special assistant to the commissioner.

“DVR can also provide information on certain tax benefits that are available to employers who hire individuals with disabilities,” Weinert says. He recommends that employers contact DVR to access business services for both themselves and their employees.

Kristin George, executive director of the American Heart Association in Alaska, says her organization has a lot of free information to support employees working through a long-term diagnosis—particularly those related to cardiovascular and stroke.

“It’s important to note that each patient’s experience is unique, so individualized recommendations are best left to the patient and their care provider,” says George.

Under the Americans with Disabilities Act of 1990, employers must offer necessary accommodations as long as they do not present an undue hardship to the company, adds Laurie Macchello, a physical therapist and ergonomist and the owner of Healthy Ergonomics.

“These are best determined by engaging in a conversation with employee and then assessing any written, identified limitations by physician to the essential duties of the job,” Macchello explains. Some accommodations include modified duties, flexible hours, remote work options, job rotations, and modified equipment.

Macchello adds, “Oftentimes an ergonomic assessment is helpful to help identify worksite modifications that can be of benefit to the employee.”

Some health insurance plans, Macchello notes, also offer access to mental health resources to assist employees. “By leveraging these tools and resources, employers can foster a supportive environment that helps employees manage their health while maintaining productivity,” she says.

Obviously, every initiative and piece of information helps, from tobacco cessation to preventive care, especially with the incentive of lower health insurance premiums. However, due primarily to chronic conditions like diabetes and heart disease, employee health has stagnated or declined for three consecutive years, according to onemedical.com’s 2024 State of Workplace Health Report. More than half of workers surveyed are managing long-term health issues. That includes more than 40 percent of Gen Z and Millennial employees, who encompass those just entering the workforce to those entering middle age.

Yet 58 percent of human resources leaders think the health of their employees is on the uptick. When it comes to supporting employees with chronic conditions, leaders aren’t anywhere near prepared enough, according to a 2021 report from Harvard Business Review. A study of more than 1,000 US individuals found that 60 percent feel their leaders lack the preparedness to be of help to employees with a serious and/or chronic medical condition due to “a lack of awareness, understanding, and effective tools.”

Part of that lack of awareness is because chronic illness is highly personal, and some people hesitate to voice their needs. To accommodate those who could double clutch, employers shouldn’t ask an employee if they are “ill” but instead carve out space for them to open up and express what needs they have that the workplace can accommodate.

In creating that expressive space, Harvard Business Review recommends that employers ask questions and be open to learning and adapting. Managers should challenge and update assumptions about what’s “normal.” Learning of an employees’ illness can bring up uncomfortable emotions in others, so this response should be managed as well.

Clear and open communication is the key to success, says Macchello. Keep an open-door policy and foster a culture where employees feel comfortable discussing their health challenges without fear of stigma.

Regarding accommodations, Weinert suggests engaging in discussions as early as possible. Resources for those discussions include the Job Accommodation Network and DVR’s business specialists. Weinert adds, “Remember, the discussion should not be about the individual’s disability/diagnosis, rather the workplace accommodations they need to be successful.”

Especially in physically demanding occupations, a functional capacity evaluation or “fitness for duty” exam is helpful. Weinert says, “These are examinations performed by a licensed medical professional, typically a physical or occupational therapist, which require individuals to perform the essential functions of their job such as squatting, lifting, carrying, and climbing.”

Typically, these exams provide much more detailed information than a physician can provide as they have been able to observe, rather than speculate, on potential issues. Based on the results, Weinert says, “The therapist can then make the determination of which tasks the individual is able to do safely, which tasks are unsafe, and which ones require an accommodation to perform.”

All that said, one subject seemingly baked into almost every conversation: money. While the well-being of employees with chronic or long-term conditions is foremost, of course, the bottom line is also part of the equation for employers.

To overcome that hurdle, DVR business specialists offer different ways to reduce the cost of hiring people with additional needs. As Weinert explains, this can include tax breaks to defray the cost of accommodations.

In a tight labor market, employers can’t afford to be discouraged from hiring and retaining a skilled and enthusiastic team member, so chronic health conditions or long-term diagnoses need not be a barrier.