This calls for tact: how to take the uncertainty out of the return-to-work meeting
A return-to-work meeting following a prolonged absence due to illness is a structured, supportive discussion that is not about monitoring or prying into diagnoses. The return-to-work meeting, also known as the reintegration meeting, should ideally take place before the employee’s first day back at work. The focus is on care and successful reintegration: the aim is to welcome back employees, assess their current capacity to work, and work together to create conditions that prevent a recurrence of illness.
However, when employees return after a prolonged absence, the first meeting is often characterized by a great deal of caution: on the one hand, employees place high expectations on themselves and, consequently, worry about putting themselves under pressure. On the manager’s side, there is uncertainty about striking the right note: the power imbalance often blocks dialogue precisely when it is most urgently needed. In the following interview, Nathalie Bloch, a workplace social counsellor, explains how to overcome the initial hurdles and ensure that the whole process of returning to work is sustainable for both parties.
Nathalie Bloch,
social worker and counsellor at Proitera in Basel.
What are the biggest challenges when returning to work – for both managers and employees?
In practice, it often becomes apparent that the greatest pressure does not come from the employer, but from the employees themselves. After a prolonged absence, people usually set very high expectations for themselves. Particularly in cases of mental health issues, there is a tendency for those affected to take on too much at the start – even with a reduced workload – and to underestimate the energy reserves they have left for day-to-day life. The idea that ‘a 20 per cent workload is nothing is often misleading.
Employers usually act very sympathetically following an absence due to illness. The biggest challenge for managers lies in the uncertainty of unconsciously exerting too much pressure and overburdening affected employees too quickly. There is also often a reluctance to address the issue properly. To gain confidence in this area, managers should ideally use our guide to prepare specifically for the return-to-work meeting before the employee starts work.
Practical guidance for the return-to-work interview: Our guide helps to allay any uncertainties and ensures you are fully prepared for a structured, respectful initial interview.
Furthermore, the need for reliable planning poses a real challenge for managers. They want to provide certainty for the team, but at the same time must not create undue pressure. What are the prospects for a gradual return to work?
The rule of thumb here is: anything extending beyond a four-week timeframe cannot be reliably planned, either medically or from a human perspective. A rough guide can be provided, but no one can be held to it.
After a prolonged absence, the greatest pressure usually comes not from the employer, but from the employees themselves.
What does the practical support provided by Proitera look like in terms of facilitating a constructive dialogue between both parties?
The support is based on a clear structure and regular consultations. For day-to-day operations, we arrange fixed regular meetings and brief check-ins between managers and employees.
At the same time, Proitera provides close support for the returning employee – particularly in the initial phase – through regular one-to-one meetings. Depending on requirements, a joint progress meeting involving all three parties (emoploye, manager and counsellor) follows to coordinate the process. At the same time, I am always available as a point of contact for the manager. Should any uncertainties arise during the process, I act as a sort of safety net, offering guidance on conducting discussions or assessing the situation from an independent, neutral perspective.
Back to work with targeted case management
Long-term sick leave places a strain on both companies and those affected. Our ‘Support’ consultancy package seamlessly complements in-house social counselling: through solution-focused, individual case support, we assist you with complex cases of illness and facilitate a swift and sustainable return to work.
What are the initial steps when someone returns to work, for example, on a very light workload of 20 per cent?
Particularly with a light workload, the first few weeks are all about settling back in and getting a sense of the big picture. No major tasks should be scheduled during this time. The priority is to find one’s feet within the team again and understand new processes. To begin with, the person should only take on simple tasks that do not involve complex interdependencies or significant responsibility. It is important for them to remember to ease back in gradually rather than immediately returning to their old routine.
Anything beyond a four-week timeframe when returning to work cannot be reliably planned, either medically or from a human perspective.
What is the key factor for a successful return to work, and why is external support so crucial?
A key factor is commitment. Agreed check-in appointments should be kept wherever possible and not postponed hastily, in order to signal to the other person that they are a priority and are valued.
Furthermore, there is always a power imbalance within the organization. It is an employer-employee relationship, which is why uncertainties often arise even when people get on well with one another. This is precisely where external support is important: Proitera creates a neutral forum and an open space for questions that might not be asked internally. If companies do not make use of this external forum, there is a risk that they will resort to stopgap measures in day-to-day life. Certain issues are then left unaddressed, and the risk of a relapse in the employee’s health increases significantly.
What are your key recommendations for the entire return-to-work process?
Transparency, open communication and very thorough preparation. Managers should proactively seek dialogue and look ahead with a focus on solutions: when is the next doctor’s appointment? What is the outlook for the next four weeks?
It’s important to set the record straight during the discussion: if managers openly address what they need for team planning, this takes the pressure off. The aim is to establish mutually agreed structures right from the start, so that everyone involved has the same information and is on the same page. This creates a sense of security on both sides.
Key guidelines for day-to-day life
These transitions are particularly sensitive when it comes to returning to work and, above all, when there is a planned increase in workload. To ensure the process offers maximum clarity for both sides, two key conditions must be strictly adhered to:
- Strict ban on overtime: throughout the entire reintegration phase, the rule is: no overtime. The agreed working hours must be strictly adhered to, both for insurance and medical reasons, so that everyone involved operates within a safe framework.
- Use working hours as an indicator: if the workload remains unchanged for two to three months and the employee is working longer hours of their own accord, the manager must discuss this with them to ascertain whether a stress threshold has been reached or whether an increase in workload is due. This reveals the employee’s actual capacity for work and serves as the basis for medical consultation on the next step.
Finding the right tone together
A successful return to work requires tact, clear structures and mutual trust. As a neutral partner, Proitera’s occupational social consultancy supports managers and employees in breaking down barriers, avoiding misunderstandings and finding sustainable solutions for day-to-day working life. Our advisers provide individual support to managers and HR professionals throughout the entire reintegration process, ensuring they feel confident even in challenging discussion situations.
Don’t hesitate to get in touch with us, we are there for you.
Get in touchConclusion: 7 golden rules for HR and managers
Seven key rules for a successful return-to-work meeting can be derived from practical experience:
- Targeted preparation before the meeting: The foundation for an effective meeting is laid in advance. Use our guide to clarify the organisational framework, the workload, the allocation of tasks and internal and external communication in advance.
- Involving the in-house social counselling service: As part of our case management, we support your organisation with optimised action and support processes. Early coordination ensures a professionally sound reintegration and takes the pressure off managers throughout the process.
- Put appreciation first: the tone sets the tone for success. If those returning to work feel they are being monitored, they will shut down the conversation. The aim is to create a trusting atmosphere that signals a positive, welcoming culture.
- Focus on the workplace, not the diagnosis: medical details and diagnoses are the employee’s private matter. Instead, the key question is: “How are you feeling today in relation to your work, and what can we do to support you as effectively as possible?”
- Assess workload limits: together, analyze whether adjustments are necessary. This could involve a temporary reduction in workload, an adjustment to working hours – for example, as part of a therapeutic work trial – or ergonomic changes.
- Involve the team: clarify what information the person concerned wishes to share with their colleagues. Managers should also ensure that the reintegration does not lead to the rest of the team being permanently overburdened.
- Document in writing and follow up: agreements and support measures should be briefly recorded in meeting minutes. Plan proactively, but in realistic stages: ask about the outlook for the next two to four weeks – for example, in relation to upcoming doctor’s appointments. Arrange a date straight away for a brief follow-up meeting to check whether the measures are working.
