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by: Carole Spiers
The transitional period of returning to work after a prolonged period of sickness absence can be
daunting for the employee AND their line manager - especially where the ill health revolved around
a ‘stress at work’ issue. Coming to terms with changes that have taken place during the employee’s
absence and re-establishing team working practices will take effort and commitment from the manager
and employee alike. Supportive and proactive interventions must be implemented to ensure a smooth
transition back to the workplace.
The employee’s perspective
Returning to work following a long period of absence is daunting in itself, but with stress-related
absence this is often so threatening that some individuals never make the transition back to full
time employment. If the illness was brought about by stress at work or there are unresolved
bullying or harassment issues, it’s likely that fear of a relapse, along with lack of confidence
and low self-esteem, will inhibit rehabilitation. When work pressures only partially contributed to
the illness, there may be a feeling of guilt on the part of the employee that he or she had let
their fellow workers down and put unnecessary pressure on others in the run-up to their illness.
Such anxieties may be groundless, but individuals feel very fragile following stress-related
illnesses – with anxiety, depression and panic attacks being common symptoms of breakdown or
burnout. A considerable amount of support and encouragement is required if a full recovery is to be
both achieved and sustained.
The employer’s perspective
The long-term absence of an employee naturally puts pressure on an organisation, both in terms of
the costs of covering the absence and also in maintaining the morale of team workers. Achieving the
smooth return to work of an employee who has been absent for some time requires early steps to be
taken to establish a non-threatening rapport with the individual, and this should be undertaken
with care and sensitivity. It should be the responsibility of the line manager or personnel officer
to keep in contact with the employee – as it’s important that the absent employee feels valued but
not pressured into returning to work before they are completely recovered.
Once it has been established that an employee is well enough to return to work, it’s imperative
that a phased return is planned. This should involve the employee’s GP, counsellor/coach, personnel
officer or line manager, together with an external mediator if there are unresolved workplace
issues that still need to be addressed. The phased return should include a short induction
programme and any necessary retraining. Workloads at this stage should be carefully monitored – as
too much too soon could result in a crisis of confidence and a relapse; while too small a workload
can have the effect of making the employee feel superfluous.
Guidelines for rehabilitation back to work
Each case has to be judged on its merits, and in cases of return to work after several months of
illness it will be important to work in conjunction with an occupational physician. The importance
of this process cannot be overstated. Once an employee has highlighted that they have had a
stress-related illness, positive action must be taken to remove the stressors and/or give adequate
training and support to the individual to enable them to cope with the demands of their job
The normal work-related pressures should be removed, as far as is possible, for the initial return
to work, and then gradually reapplied as the individual becomes fit enough to accommodate them as
part of their normal everyday work. In some cases retraining may be appropriate, and this will
depend on discussions with the individual, the job evaluation and skills analysis.
Ongoing appraisal needs to be a guided conversation, with the manager helping to review aspects of
the job that may be difficult, and identifying areas where the individual is happy to initially
return to begin work.
Key questions for consideration in ensuring successful rehabilitation of an employee back to work
include:
•Has the individual been off work for the optimum recovery period? Individuals may return to work
too soon and without having had enough time to rest and recover and to rebuild their self-esteem
and confidence.
•What are the factors that caused the original problem, and who needs to assume responsibility?
•Is it appropriate that the individual returns to exactly the same role?
•Where the individual’s role needs to be changed, has this been communicated clearly, i.e. are the
manager and individual clear about roles, responsibilities and expectations?
•What working practices need to be in place to support the returned worker and what can management
do to facilitate this?
•Has the individual been given any advice on burnout prevention? The value of this cannot be
overstated, particularly in relation to key areas including sleep, hygiene, energy management
(through nutrition), and graded physical exercise programmes.
•Have procedures been established for the regular review of the situation? Progress should be
continually monitored with regular communication between the Occupational Health department,
manager and the individual.
•Motivation – is the individual suited to the job? What do they want from their job?
Serious stress-related illness, and in particular ‘burnout’, are conditions from which it is
difficult to make a complete recovery. There is, unfortunately, a high risk of relapse should
either the employer or the employee not have learnt the necessary lessons. It is for this reason
that the employer must monitor the employee’s return to work and be alert to the early warning
signs of reoccurring personal stress or any inability to cope with given tasks. Regular appraisal
will identify further training needs, and provide a discussion forum to enable both parties to
raise issues that may be inhibiting a full return to work. But having said this, it is only
reasonable to accept that whilst the employer can provide the structure and support mechanism for
an employee to return to work, they cannot guarantee that the employee will necessarily slot back
successfully into the original position that they formerly occupied.
About The Author
Carole Spiers - World Authority on Executive Stress, sought-after Motivational Speaker and BBC
Broadcaster.
Carole founded the Carole Spiers Group - http://www.carolespiersgroup.com - in 1987 establishing a
valuable niche in the field of workplace stress management, working with equal success in the
contrasting cultures of the UK and UAE bringing proven benefits to clients such as Abbey, Abu Dhabi
Marine Operating Co., Accenture, Bank of England, Debenhams, Dubai Cables, Etisalat, Kanoo Group
(Dubai), London Underground, Tecom (Dubai) and many others.
Carole is an Expert Witness before the UK Courts and creator of National Stress Awareness day on
behalf of the International Stress Management Association of which she is a Vice President. Carole
is a weekly columnist for Gulf News (Dubai) and Past President of the London Chapter of the
Professional Speakers Association. She is regularly called upon by the national press and media for
comment and is Author of Tolley’s ‘Managing Stress in the Workplace’.
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