Welcoming an employee back to work after a prolonged absence for medical reasons involves more than just having balloons and cake ready on the day of their return.
The context
In the past, we’ve been engaged to help many employers, employees, health care professionals and insurance providers coordinate a return to work after a prolonged leave. Of all these experiences, some were positive, others were so-so, and others turned out not so well. Why? Often, difficulties can arise when the challenges, expectations, corporate vision and understanding of roles are not clear to everyone involved.
To ensure proper planning, then, it’s important to discuss specific aspects of work with all parties to create the conditions for a sustainable, safe and harmonious return to work. Knowing this, arranging a meeting to plan out an employee’s return to work is essential for success.
Strategic preparation
Whether it’s initiated by the employer or the employee, the meeting to prepare for a return to work will usually involve the employee’s manager, the employee and sometimes a representative from a union. The meeting should take place in a safe place, where the expectations of each participant are clearly expressed and evaluated during the meeting.
Concrete steps
We suggest sticking to specific subjects of discussion during the meeting, to ensure everything runs smoothly and efficiently. Here are some examples:
- Establish the goals of the meeting. What subjects need to be covered? What are the expectations of each party involved? What is the vision for the return to work? Structuring the meeting with a clear list of steps will help the meeting go well.
- What changes have taken place at work since the employee left?
Will the employee have the same supervisor as they did before they left? Have other colleagues left during the employee’s absence? Are there new technologies or tools being used? New procedures or processes? Any changes in the duties or job description?
Noting all the changes will help the returning employee have a clear understanding of what’s waiting, and what’s expected of them, upon their return. On their side, the employee can talk about the changes they’ve experienced since leaving work, giving the employer some insight into how to welcome the employee back to the organization.
- Are there limitations or functional restrictions on the part of the employee that will need to be respected?
The return to work may require the modification of tasks, adapting workspaces and even the nature of the employee’s work. It’s important that all limitations are clearly identified so all adaptation strategies can be put in place in preparation for the employee’s return. A progressive return to work is often the path followed after a long absence, allowing the employee to work on a flexible schedule that increases over time. It’s understood that this period of reintegration is essential and will allow the employee to regain their capacity for work.
- What are the expectations of the employer in regards to the employee’s return to work?
The employer can clearly identify the points they feel are important in relation to the tasks and behaviors expected, along with the values and philosophy of the company. Once identified, these points can be verified with the employee.
- What are the expectations of the employee in regards to their employer?
The employee can similarly identify the points they believe are important to help support their success. They can discuss the conditions they hope to work in, with the goal of delivering the best work they can for the employer. Once identified, these points can also be validated with the employer.
- Finally, agreeing on the definition of success and measuring progress with regular follow-ups will help both the employee and the employer make any adjustments as necessary.
A shared responsibility
If the meeting between and employee and their employer serves as an ‘icebreaker’, it also allows the two parties to align on expectations, perceptions and potential areas of confusion. It’s an excellent way to frame the return to work in a positive light and to foster an open exchange, with the goal of increasing engagement, establishing communication and making sure the return to work is successful for all.
And if your employer doesn’t propose such a meeting, feel free to do so yourself!
By Julie De Santis, CRHA, readaptation counselor and Mélanie Grégoire, M. Sc, RVP, Co-owner
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