Sickness Absence - Agreeing and reviewing a return to work plan
Agreeing and reviewing a return to work plan
Once adjustments have been identified, and you have all the advice that is needed about what your employee can and cannot do, whether temporarily or permanently, the next step is to prepare a return to work plan. To help the plan succeed the need is to consult everyone affected by it, but particularly the employee concerned. Empowering the individual to influence their own return to work is an important element of increasing their well-being and confidence.
A plan may also be useful to agree alternative working arrangements for employees who have not been absent but are in poorer health (e.g. undergoing treatment) or to keep working in circumstances such as a partner’s serious illness.
When is the right time to prepare a plan?
Beginning to develop the plan at an appropriate time is crucial. Discussing a plan too soon may put employees under pressure, particularly when there are underlying work issues that need to be tackled, such as workload pressures or bullying and harassment. But leaving it too late may mean the employee loses confidence in their ability to return even with appropriate support. The right time will depend on the person concerned and the nature of their illness, injury or disability.
In many cases the best time to prepare a plan is three-four weeks into the absence. Normally people will return to work under their own steam in the weeks before. In the case of injury or post-operative convalescence, there may be clear physical milestones in the healing process that will influence the plan.
In the case of depression or other mental ill health, it may mean a step-by-step process. Consideration should be given to seeking professional advice to establish when the employee is ready to plan and when they can actually return. The absent employee may need help to achieve simple life goals like getting up at a certain time, and going to the corner shop, before thinking about return to work.
Who should put the plan together?
This will depend upon the circumstances. In many cases involving planned adjustments, or a gradual return to work, the employee’s line manager will be able to prepare the plan together with the employee, trade union or other employee representatives and other employees affected.
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What needs to go into the plan?
The plan needs to be tailored to the specific needs of the employee concerned. It can take the form of a simple chart or table or a written statement, whatever is most suitable to the circumstances. The content needs to:
- take account of any advice you or your employee have received from their GP, your occupational health adviser, disability employment advisory services etc; reflect the needs of your employee and your organisation.
It is useful to include:
- the approximate date of the employee’s return to work;
- the goal of the return to work, e.g. return to a modified work role or system, or alternative working hours, whether on a temporary or permanent basis;
- the time period of the plan;
- a statement of alternative working arrangements;
- information about any impact on terms and conditions;
- what checks will be made to make sure it is put into practice;
- dates when the plan will be reviewed with the employee, and by whom;
- signatures of agreement – employee, line manager etc.
Putting the plan into operation
Before you put the plan into operation, check that:
- the plan does not require the employee to return before they are ready;
- the employee understands the impact on their pay;
- the plan takes into account:
- the views and advice of the employee concerned;
- any professional or specialist advice provided to the employee by their GP, occupational health adviser, or disability advisers;
- any views and advice of the trade union and other employee representatives;
It is essential that the plan is understood, implemented properly and kept under close review. Make sure that everyone knows where they stand and that employees and managers are not subject to conflicting demands from, e.g. production targets and the employee’s need for reduced hours. If the employee cannot cope, they may become disheartened, take more sick leave and end up out of pocket. End of plan reviews will help you and your employee decide if the plan needs to be extended and changed. Look out for lessons that could apply to future plans involving other employees.
Next: Co-ordinating the process of returning to work
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