The Growing Workforce Reality

The scale of chronic conditions is finally being reflected, and its impact at work is significant.

Over the last couple of months, three significant workforce reports have landed. Together, they tell a much sharper story about chronic illness at work than we have previously had.

There is a significant gap between what organisations are measuring, how they are hiring, and what is already present within the workforce.

1. The health realities most present in the workplace

The Australian Government’s National Strategic Framework for Chronic Conditions finally captures the health realities that are most present in professional workplaces: migraines, thyroid disorders, autoimmune diseases, chronic fatigue and many more.

They are now measuring 72 chronic conditions, rather than the previous eight.

Many of these conditions do not remove people from the workforce. They do shape how people manage work.

Women are disproportionately represented. Autoimmune conditions alone affect women at roughly four times the rate of men.

2. Recruitment bias does not address the problem organisations think they are solving

The Australian HR Institute (AHRI) March Quarter 2026 report is one of the most comprehensive snapshots of organisational practice available. It focuses on investment, capability gaps, leadership development priorities, and workforce planning.

It also shows that 28% of Australian employers actively exclude people with a history of long-term illness in their recruitment processes. 

Chronic illness at work is not a future hiring problem.

The current workforce reality is over 30% of employees are navigating work with a chronic condition.

What happens inside organisations, at senior levels, in leadership roles, and within teams remains largely unseen, unnamed, and unmeasured.

3. The career impact continues

The Autoimmune Association (USA), in partnership with WellTheory, has released new data on working with an autoimmune condition.

• Seven in ten women say their careers have suffered as a result of their condition.
• 61% have not fully disclosed their condition to their employer.
• 14% have changed careers.
• 13% have declined a promotion.

Workforce Implications

The scale and impact of employees living and working with chronic conditions remain largely unseen and unsupported at a systemic level, creating significant individual, professional, and organisational risk.

Physical capacity is often not the primary barrier at work. Most people can do the work.

The pressure of not disclosing, the absence of targeted support, and the coping strategy of 'performing wellness' add significant emotional and mental load alongside the physical condition. Leaders with limited confidence in managing these conversations can amplify this pressure.

How chronic illness is managed in the workplace affects whether people stay, progress, and perform.

This is the picture we see at Chronic Illness at Work.

Organisational implications

• Leadership capability gaps in managing chronic conditions at work.
• Unrecognised exposure in workforce planning.
• Talent retention and progression risk.
• Cultural and psychological safety considerations.

Building leadership confidence to support this is a core capability and a clear organisational advantage.

There is significant untapped talent and capacity that can be unlocked when organisations have the frameworks to support employees with chronic conditions.

Chronic Illness at Work

Chronic Illness at Work supports organisations, people leaders, and employees to build capability and engage more effectively with the chronic experience at the workplace.

The Chronic Leadership Program for women leaders navigating a chronic condition commences May 2026.

Sources
1. Australian Government Department of Health and Aged Care: National Strategic Framework for Chronic Conditions.
2. Australian HR Institute (AHRI): Workforce Trends Report, March Quarter 2026.
3. Autoimmune Association and WellTheory: The Hidden Workforce Impact of Autoimmune Disease on Women, 2026