Extended Mental Health Leave
Returning to work after an extended absence due to mental health issues can be a daunting prospect for employees. Recent research delves into effective strategies for supporting these individuals during this crucial transition. One significant discovery emphasises the pivotal role of line managers in effectively managing mental health challenges. If you need help with a returning employee, we can provide you with the guidance and support needed.
A recent survey by CMI showed that less than a third of managers (30%) have been trained in managing mental health in the workplace in the last year and almost half of managers (49%) have never received any training. Equipping managers with the skills to support returning employees post-return should be included in future training initiatives.
Common mental health illness such as stress, anxiety and depression are on the rise and can result in long-term sick leave. Helping employees return to work is only part of the challenge. Although employees may return, this does not mean they stay at work or regain their former levels of productivity. A high percentage of workers who suffer from mental illness have recurrent periods of sick leave.
Sheffield University are working with Affinity Health at Work to understand how managers can help employees who return after prolonged sick leave to stay and thrive at work. Their preliminary findings suggest that line managers play a significant role in supporting a sustainable return to work.
Here are some of the findings:
- The respective Line Manager of the impacted employee might want to establish an optimal reintegration process and agree on the necessary communication within the organisation. An individual could be concerned about potential stigma and judgment from peers, hence choosing not to disclose their stress, anxiety, or depression-related sick leave to colleagues. While it’s essential to promote openness and acceptance regarding mental health challenges, honoring the employee’s preference for privacy to aid their return to work is equally important
- During a return to work meeting the employee and manager should agree any work adjustments and follow up on whether these are adhered to. Possible adjustments could be a phased return to work where employees only work part-time for a period. In addition, you may want to ensure returning employees do not take work home. This includes answering emails out of hours. If an employee normally has client contact in their role, their manager may wish to consider less client contact. This can be looked at again when they settle back into their role.
- Greater flexibility can help on days when an employee is feeling their anxiety or stress is building up again. By gaining the employees trust, they are more likely to tell their manager when this is happening. The Line Manager can then make an informed choice on how to help the employee. This can be by either by reducing their workload or possibly allowing them to leave work early.
- Continuing to track an employee’s progress is advisable. Extending beyond the initial month of their return or the completion of any phased reintegration. Suggested are bi-weekly or monthly check-ins, providing a consistent platform to evaluate the adequacy of existing work adaptations and determine if additional modifications are necessary.
Conclusion
The research found that a cooperative approach to developing a return to work policy involving both the employee and their line manager proves to be more effective than a rigid policy outlined in a company’s procedures.
More About Metis HR
Metis HR offers workshops focused on managerial training. Are you interested in learning more about assisting employees returning to work after an extended mental health absence? Perhaps you’d like additional details about our workshops designed for employers?
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