According to a recent survey carried out by GRiD nearly a third of employers do not make any early interventions to help their employees return to work in the event that their absence is more than six months as a result of ill-health, injury or disability. A comparable percentage of employers similarly have no financial support in place for staff if they’re absent for six months or more.
Of the 500 employers who responded to the survey, of those who don’t offer any return to work support over half said they couldn’t afford it and a third said it was not their responsibility.
Of the employers who do offer early interventions to support a return to work for long-term absent employees, 50 per cent provide this for all staff (40% via insurance and 10% by self-funding).
Of those employers who did provide support most commonly that was in the form of emotional support, such as counselling, and a graded return to work, or rehabilitation, programme. Other forms of support reported included line manager training, access to medical specialists, physiotherapy, and direct funding of medical treatment.
Out of sight, out of mind?
I wast talking to a line manager about this very subject earlier this week and he was telling me about a member of his team who had been absent for a long period of time due to depression. When I asked how that person was getting on and whether there was any indication of them coming back to work soon he told me he didn’t know – because of the nature of the illness he didn’t know how to engage with his colleague and thought it better that they didn’t have any “interference” from work in their recovery. Now to many of us this might be a surprising response but in my experience this isn’t uncommon sadly. It was notable that respondents to the survey cited line manager training and, in the absence of anything else, this should be a minimum. We need only put ourselves in the shoes of that employee and it should quickly dawn on us that they are highly unlikely to feel valued, cared about, or supported; none of which will incentivize or encourage them to return to work thereby likely elongating their absence further.
Irrespective of what an employer offers that has a financial cost, line managers should feel enabled to maintain a dialogue with their absent team members, agreeing on an appropriate level of contact (which in itself might increase over time), and the degree to which the individual wants to be kept updated on what’s happening at work. Critically, as far as possible they should feel that they are still part of the team and that their return to work is something to look forward to and not dread.
Weighing up the cost
There is of course a financial cost of employee benefits such as income protection, private healthcare and critical illness cover. These not only provide employees with financial support if absent, but they also include support that facilitates a quick and smooth return thereby lessening the impact on productivity. And remember, being in appropriate work is good for health.
By means of appropriate policies, support can include access to rehabilitation expertise, counselling, physiotherapy, and case-specific vocational support. These are all aimed at providing a bespoke solution for the employee, that is crucially often available in the very early stages of absence and supports an early return to work with associated cost savings both through reduced sick pay costs and increased productivity.
Collaborative support
There are a number of key people who have a part to play in supporting individuals return to work. Medical support and advice are key, whether directly from a general practitioner or consultant or via an occupational health specialist. Support from the HR team is important so as to ensure that policies are followed and a point of contact is established for the person returning. Don’t forget about colleagues too and ask the person returning whether having a “buddy” will help, after all there may have been numerous changes to systems and processes since the returner was last at work and simply having someone to be there for moral and practical support is welcomed.
From the medical perspective, employers may have to make reasonable adjustments by virtue of the returner being classed as disabled and those adjustments must be a key consideration in planning for the person’s return. Even if not classed as disabled, some adjustments are likely to be needed in any event and most typically in the form of a rehabilitation or reduced hours programme. Medical professionals will often give details of what might be appropriate but they usually don’t have in-depth knowledge of the person’s job, the work environment, or the employer’s needs and so remember that the individual returning must be part of that dialogue and they usually have the best insight into what will work for them. It’s worth also emphasising that what is reasonable for one employer may not be for another.
Whatever the length of a rehabilitation programme, line managers should have regular check-ins with the returning employee to check on progress, whether the pace of return is right, and what further support is needed. I would always advise too that a good record of actions taken and meetings held with the employee are kept. Whilst we might hope they won’t be needed, they will be in the event that the return is unsuccessful and a capability dismissal process is undertaken (for more on that see our earlier blog on this subject).
Act early
There is plenty of evidence to show that early interventions from employers, as well as medical professionals, reduces the length of absences due to serious medical conditions and makes an individual’s return not just more likely but successful. Whilst many employers in the survey I referred to stated that the cost of support is prohibitive perhaps they should be saying, can we afford not to?