Back to Work
Bringing an employee back to work after a mental health-related absence requires thorough preparation and daily attention. In this matter, proactivity will significantly increase your chances of success.
Is there a template for properly reintegrating an employee after a mental health-related absence?
Each case must be handled uniquely. However, certain approaches allow companies to plan rigorously, maximizing the chances of a successful reintegration.
For instance, it is far more beneficial to support a gradual return to work rather than having the employee jump straight into a full-time workload overnight. This approach enables them to adjust at a pace that aligns with their physical and cognitive capabilities.
On a qualitative level, it is also essential to have discussions with the employee beforehand to identify potential challenges and any necessary adjustments that may arise along the way.
What kind of adjustments are we talking about?
This includes updating the employee’s tasks and responsibilities, the nature of their work, the workload, and their schedule. At the same time, employers must set realistic expectations. After all, returning to work plays a significant role in an individual’s overall recovery. Therefore, respecting the employee’s rhythm and progress, allowing flexibility, and adjusting elements as needed is crucial.
The goal here is to avoid a relapse, as this would make a permanent return almost impossible. In fact, according to the Organisation for Economic Co-operation and Development (OECD), half of the employees who return to work after a mental health-related leave experience a relapse.
How should the employer involve colleagues in preparing for an employee’s return?
Communication between key stakeholders (managers, HR, unions, colleagues) increases the chances of a smooth reintegration.
It is therefore essential to raise awareness among those who will interact with the returning employee and prepare them to provide both operational and psychological support. At the same time, discretion and confidentiality must be respected.
Colleagues are also impacted during reintegration. Therefore, employers must listen to their needs and concerns while preparing the returning employee—both personally and psychologically—to reconnect with their team.
There is a strong focus on adjustments and flexibility. Does this mean the return-to-work process requires daily attention?
Feedback meetings are essential, as the initial plan may need to be adjusted. To maintain progress, vigilance is key, and modifications should be made when necessary.
It is also recommended to schedule follow-up meetings with all involved parties. These meetings should be frequent at first, then gradually spaced out. For example, they could take place after the first day back, after the first week, midway through the gradual return process, at the end of that process, and even after the transition to full-time work.
How can Lussier’s expertise facilitate a return to work following a mental health-related absence?
Our specialists are equipped to handle conflict management, facilitation, mediation, and more. We also have access to an extensive network of rehabilitation consultants. Additionally, we provide recommendations on gradual return-to-work strategies and offer coaching to managers on best practices. Finally, Lussier offers companies access to renowned disability advisors specializing in mental health challenges.
How can businesses access these resources?
Simply email us at invalidite@lussier.co or reach out through any other contact method listed on our website. Our experts will respond as quickly as possible to guide you through your employees’ return-to-work process.
