By EMA Manager of Employment Relations & Safety Paul Jarvie
The Covid-19 lockdowns of 2020/21 may be fading into memory, but for long-Covid sufferers, the difficulties of that unusual period in our recent history carry on to today.
New Zealand was first hit by Covid-19 on February 28, 2020, and by March 25, we were in full lockdown, implementing some of the strictest measures in the world to contain the virus.
Borders closed, businesses shut, and only essential workers were allowed to leave their homes. Over time, vaccinations helped mitigate the spread, but Covid did not disappear – it mutated, persisted and, for some, left lasting health challenges.
Most people recovered from Covid within weeks, experiencing symptoms such as fever, cough, and temporary loss of taste or smell.
During that time, the EMA worked with the Ministry of Business, Innovation and Employment to help businesses navigate the various Covid regimes in their efforts to get back to work. We handled thousands of calls a month on the Covid mandates between 2020 and 2023.
But since that time, the number of Covid-related calls to our AdviceLine has reduced to a trickle. They mostly now deal with the estimated 10-15% of infected people for whom the effects of Covid have lingered.
Long Covid, as it has come to be known, brings a host of debilitating symptoms, including brain fog, chronic fatigue, joint pain, and respiratory issues.
For New Zealand, this translates to between 207,000 and 405,000 people potentially affected.
For businesses, this creates a complex challenge. The workforce is already under strain, and managing employees who are on long-term leave due to Long Covid presents difficulties in productivity, team cohesion, and operational planning.
Unlike a typical illness where recovery follows a predictable trajectory, Long Covid remains uncertain.
Symptoms fluctuate, meaning employees may seem fit one day and struggle the next. This inconsistency complicates business planning, as employers must juggle staffing levels while maintaining fairness to all employees.
From an employer’s perspective, the legal framework in New Zealand provides clear guidelines.
The Human Rights Act prohibits discrimination based on medical conditions, meaning an employee suffering from Long Covid cannot be unfairly dismissed, demoted, or treated differently due to their illness.
However, this does not negate the strain businesses feel when a key team member is absent for months.
Unlike a broken leg, with a defined healing timeline, Long Covid’s uncertain recovery period leaves employers in limbo, struggling to balance compassion with the practical needs of running a business.
Employers must approach this situation with a proactive strategy. First, maintaining open communication is key. Checking in with employees about their health, medical updates, and possible return-to-work plans allows businesses to anticipate staffing needs.
Employers should also encourage affected employees to explore flexible working arrangements. Adjusting work hours, enabling remote work, or modifying duties can allow employees to contribute within their capacity rather than being completely sidelined.
Another important factor is managing leave entitlements.
Sick leave in New Zealand allows for 10 days per year, which is insufficient for a Long Covid sufferer.
Once sick leave and annual leave are exhausted, employees may request unpaid leave or changes to their working conditions.
This is where businesses must assess their options carefully. Dismissing a staff member due to Long Covid should be a last resort, only after extensive discussions, medical evaluations and legal guidance.
The idea of ‘frustration of contract’ – where an employment agreement is ended due to an inability to perform duties – is problematic in the case of Long Covid, as many people eventually recover and can return to work.
Businesses must also consider the cost of replacing staff. Losing experienced workers means losing valuable institutional knowledge. Training new employees is expensive and time-consuming, often causing more disruption than finding ways to support existing staff through their recovery.
Employers should view this as an investment – by helping staff gradually reintegrate into the workplace, they retain skills and loyalty while fostering a supportive work culture.
There are steps businesses can take to mitigate these challenges. Encouraging employees to prioritize their health, offering wellness initiatives, and promoting access to occupational therapy, physiotherapy, and mental health support can speed up recovery.
Simple accommodations, such as allowing rest breaks, reducing strenuous tasks, or providing hybrid work options, can make a significant difference in an employee’s ability to function.
Employers should also be mindful of team morale. When one employee is on extended leave, others may feel the pressure of increased workloads. Open discussions with teams about workload distribution and temporary staffing solutions can ease frustrations and ensure fairness.
Long Covid is not just an individual health issue, it is a business challenge that requires careful handling.
Employers who adapt and show flexibility will retain skilled workers, maintain productivity, and foster a work culture that values people over short-term profit.
While Long Covid presents hurdles, businesses that take a long-term view and support their employees will ultimately benefit from a more engaged and resilient workforce.
