How to be an ally and support colleagues suffering from long Covid

Hi, I’m Damien Ridge, professor of health studies at the University of Westminster. Hello, I’m Ana Leite, an associate professor in social and organisational psychology at Durham University, and I have lived experience of long Covid. Hello, my name is Nisreen Alwan and I am a professor of public health at the University of Southampton in the UK.

Around 2.9 million people in the UK have long Covid following a Covid infection, most of them working age. Recent research by Jenny Lant and colleagues in the UK suggests that those living with long Covid report difficulties returning to work for a range of reasons, like the unpredictability of their symptoms, trying to juggle symptom management and work demands, as well as unhelpful mindsets and expectations at work. Employees are also still learning about the condition and how to deal with it, so getting support at work like reasonable adjustments is not always straightforward.

So, we’ve got some tips that can help to ensure that your colleagues with long Covid can do their best when they begin to return to work. So, be flexible: long Covid often saps energy, with colleagues facing extreme fatigue and other debilitating symptoms, so living with this condition can involve making tough choices about where to focus energy. Colleagues may need to prioritise work or caring responsibilities over other social activities, for example. Research clearly shows that social support is crucial for health and well-being; it’s really important to include your colleagues, so consider organising inclusive activities that may be more accessible such as online or hybrid activities or, if possible, something local to them.

There are a whole range of things that can help: listening and validation is key, but so is ensuring confidentiality of course, so colleagues can decide what they want others to know about their condition at work. Another thing to consider is, can work be spread out between other team members? Those with line management responsibilities can ensure occupational health assessments are carried out in a timely manner, phased returns to work are implemented and reasonable adjustments are offered as appropriate, such as flexible working hours, remote working, meetings scheduled for a time in the day where people feel less tired.

Ensure employees with long Covid are still given opportunities for progression. It is also very important to be fair in annual reviews and progression and promotion procedures. Being clear how the special circumstances are taken into account, as is the case with other circumstances – for example, career breaks.

Number two: be an ally. People with long Covid are often gaslighted, that is they have their experiences discredited or dismissed as all in their heads by health professionals but also by people in their social circles. People from marginalised communities or disadvantaged groups in society, for example ethnic minority women, are likely to experience this more, so believing your colleagues when they say they’re not feeling well, even if they look well, will make a big difference. Being there for them and lending an ear can create a safe and trusting space for them to share their challenges if they wish to without pushing them to doing so.

So, be an ally. People with long Covid or other energy-limiting conditions may not have the energy to advocate for themselves at work. For example, you can offer to sit with them in meetings to discuss reasonable adjustments or to help them figure out HR procedures.

To conclude, we want to leave you with a few key takeaways. Long Covid is a complex condition with many unknowns still, and we’re all learning how to best navigate it. It’s important to listen to those who are living with it. Be flexible with your colleagues, they may face many ups and downs as they manage the condition. Offer practical help where you can. When you live with an energy-limiting condition every little helps. Make sure your colleagues are still included, and create a safe and trusting space so they know they can come to you if they need advice or support, but don’t push them to do so.

Damien Ridge is a professor of health studies at the University of Westminster. Ana Leite is an associate professor in social and organisational psychology at Durham University. Nisreen Alwan is a professor of public health at the University of Southampton.

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