Get it right from the start – rehabilitating long-term sick employees
The support an employee gets when returning to work after a long period of absence is as critical as the support they need during the actual absence.
This is particularly important at a time when organisations are seeing increasing rates of absence within their workforce. National statistics show that absence rates are at a 10-year high.
Managed badly, returns to work can fail quickly, often leading to a further period of absence often longer than original one.
1. Get it right from the start
After a period of prolonged absence, a return to work interview should be conducted. These confidential interviews should be written into a return to work policy and should ideally take place before the employee returns.
This is an opportunity for the employee and their manager to discuss how best to integrate back into the workplace, along with addressing any concerns the employee may have and looking at the support they may need.
For some people, psychological support from their employer can be as important as physical assistance. Line managers should be available to meet individuals on their first day back and make them feel welcomed, to make the return as stress-free as possible.
2. Work from a plan
A personalised rehabilitation plan should be prepared as a collaborative activity shared by the employee, HR, occupational health and any other rehabilitation specialists who have been supporting the employee during their absence. Often these plans will suggest stepped hours and gradual phasing-in of the duties normally associated with the employee’s contractual role.
The creation of such a plan can help to ensure that an organisation’s rehabilitation efforts comply with employment law and regulation.
The plan should direct the employee to private medical insurance benefits, employee assistance programmes or employee resource groups that are considered beneficial to their circumstances. Telemedicine, for instance, can make them less dependent on a struggling NHS, and help them to access treatment quicker.
The plan should advise on which rehabilitation tools and resources are available to help them function effectively as they return to health.
3. Group risk benefits - what they cover
Some group risk benefits include access to treatment such as physiotherapy and counselling which can be used to support employees not only during their absence, but throughout their return to work also.
Most group income protection insurers have in-house rehabilitation experts who can assist with return-to-work planning and support alongside occupational health.
Group risk benefits also help maintain financial stability during periods of absence. As well as reducing the risk of mental health from financial anxiety, employees will feel less compelled to make a premature return because of financial pressure.
Greater flexibility around return-to-work plans is made possible by the payment of proportionate benefit to make up salary difference while an employee is increasing their hours at work, during a phased return.
4. Outsourced absence management
Outsourced absence management services are a tool that many organisations view as a time effective and cost-saving means of helping long-term sick employees return to work.
A specialist is engaged by the employer to provide expert services when additional assistance to support an employee’s recovery and return to work is needed.
They will explain the benefits and support available, signpost the treatments – including NHS and charity services – that will assist recovery, and help the employee to navigate the medical system.
Many absence management providers will use medical case managers, occupational health and vocational consultants to assess, advise and manage return to work arrangements.
5. Regularly monitor progress
Even if an employee has regained good health, a return to full duties immediately after an absence is not advisable. It could cause them to feel pressured and overwhelmed, even leading to a further period of extended absence.
Success is more likely if a medically appropriate phased return is arranged. Once the phased return has commenced, monitoring should take place throughout to ensure that tasks and hours are appropriate for the employee’s changing abilities and fitness status.
Organisations need to understand that recovery rates vary, and capabilities do not necessarily improve incrementally. A week of ‘normal’ work activity could be followed by a setback, with the employee needing to return to lighter duties they started with.
6. Make adjustments
Adjustments and modifications in the workplace are likely to be necessary to accommodate returning employees’ needs, viewed through the lens of the individual and their role. Employee input and agreement is essential.
Advice on appropriate and effective adaptations should be sought from medical professionals such as Occupational Health and, with the employee’s permission, GPs’ opinions could also be considered.
Adaptations should be regularly reviewed as some conditions change over time, meaning that what was initially beneficial may not be later.
7. Ensure everyone benefits
The longer a person is on sick leave, the less likely they are to ever return to work, according to the British Society of Rehabilitation Medicine. Companies that provide early absence support with compassion, empathy and understanding can help to prevent some short-term absence issues from developing into longer-term health problems.
When employees are on long-term sick leave for an extended period, keeping in regular contact with them and offering them the right support along the way will help them to continue to feel connected to the workplace and less anxious about returning. Many employers see best success if they invest in expert third-party return to work support or insurance programmes.
Supplied by REBA Associate Member, WTW
WTW is a leading global advisory, broking and solutions company.
