As a manager, it’s essential to remember that beyond performance metrics, it’s the psychological health of teams that truly sustains long-term success.
Overwork, stress, and lack of recognition can weaken a workplace and lead to burnout. When someone returns after experiencing burnout, how the organization responds is crucial.
Ignoring what they’ve been through is a common mistake. What makes the difference in a successful reintegration is acknowledging their experience, offering empathetic support, and adapting working conditions to reduce the risk of relapse.
Prepare for the return before the big day
A successful return doesn’t begin the morning the person walks back into the office — it starts well before that.
Maintaining contact during the absence, through a short message or small gesture, helps preserve the sense of belonging. Organizing a preliminary meeting allows managers to explain any changes that occurred, clarify expectations, and discuss how the employee wishes to be welcomed back.
These gestures help reduce anxiety and show that the return is expected and well prepared. They also allow you to address a key issue: confidentiality. It’s important to remind everyone that details related to an employee’s condition or leave must remain strictly confidential.
Plan for a gradual and flexible return to work
A successful return rarely happens on a full-time basis right away. Starting with half-days or a lighter workload allows the person to gradually regain confidence and energy.
Flexible hours or remote work can also be helpful. However, isolation can sometimes increase distress. In many cases, being at the office, even part-time, facilitates reintegration.
Prepare the team and address perceptions
Colleagues play a central role. Informing them ahead of time helps avoid misunderstandings and fosters solidarity. Explaining the terms of the return and encouraging a warm, respectful welcome also help create a positive atmosphere.
It’s also important to remember that the return of one team member has a collective impact. Colleagues may experience stress or apprehension, especially if they had to take on additional responsibilities. Listening to their concerns and offering support is essential to maintaining balance within the team.
Focus on support and organizational resources
Managers are on the front line. Their role is to foster open communication, acknowledge the situation, and follow up regularly to adjust workload or pace as needed.
Some organizations appoint a coordinator responsible for managing return-to-work processes (often called a CoRAT). Where this role doesn’t exist, HR or the manager must ensure that each step is properly planned and supported.
At the same time, access to employee assistance programs (EAPs) or psychological support strengthens the process.
Plan the first day carefully
The first day back is crucial. Everything should be ready: a functional workspace, available equipment, and clear tasks. Nothing is more discouraging than returning to work and feeling like you no longer belong.
A warm welcome, the presence of the manager, and a brief end-of-day check-in send a positive message that the organization genuinely supports the employee’s return.
Ensure ongoing follow-up
Reintegration is not a one-time event but a process. Regular follow-ups — even weekly at first — are key to identifying difficulties early and making necessary adjustments.
It may also be appropriate to offer refresher or updated training, especially if significant changes have occurred during the absence.
Preventing relapses must be a priority. According to the Organisation for Economic Co-operation and Development (OECD), about half of people who return to work after a mental health leave experience a relapse. In many cases, a second leave greatly reduces the likelihood of a sustainable return.
Turn the return into a collective opportunity
A well-managed return benefits the entire organization. Employees who feel supported tend to show greater loyalty and a stronger sense of belonging. It’s also an opportunity to assess stress factors that may affect others on the team.
Mental health issues cost Canadian businesses approximately $20 billion per year. Investing in prevention and support is therefore not only a humane decision but also a sound business strategy.
Conclusion
A return to work after burnout must be carefully planned, marked by empathy and regular follow-ups. Managers have an essential role to play.
With the right support, the individual regains confidence, the team grows stronger, and the organization shows that it truly prioritizes psychological health.
How do you support your team members when they return to work after burnout?
If you’re seeking support to guide you through a return-to-work process or to implement best practices in mental health, our specialists are here to help. Contact us through one of the channels listed on our website.
