The working world is usually a pitiless one, as competition within the marketplace can put significant pressures on employees. Relentless deadlines, shrinking resources and shifting priorities all take their toll on employees’ well-being and mental health. In my home country of Belgium, greater than two thirds (66.4%) of people on disability for psychological reasons had cases related to depression or burn-out.
These worrisome statistics reflect broader trends across OECD countries, where nearly half (47.6%) of staff with mental-health problems have been absent from the office up to now 12 months, in comparison with just over 30% of those without such issues.
Bringing returning employees (gently) back into the fold
Studies show that employees who return to work after a mental health-related absence have a high risk of relapse, particularly inside the first 12 months. For instance, 90% of relapses occur inside three years, with significant numbers occurring inside the first 12 months.
A successful reintegration strategy not only helps employees return to their roles but additionally ensures they continue to be engaged and productive in the long run. For firms, this involves making a supportive environment that addresses each the immediate needs of the returning worker and the continued challenges they could face.
Reintegration: not only between employees and employers
Successful reintegration relies on many aspects, but one is crucial yet often ignored: the dynamics between a returning worker and his or her colleagues.
For the returning employee to be successfully reintegrated, it’s essential for her or his coworkers to know the importance of their providing support. This understanding shouldn’t be easy to acquire, since the return-to-work process often involves measures that will appear as “privileges” to others. Often, returning employees initially work part-time, have tailored work arrangements, and stressful or demanding tasks are limited. If all this happens after a protracted period of absence – which regularly increases the pressure on remaining colleagues – it immediately becomes clear that open communication concerning the returning worker’s reintegration with the is important.
A key aspect is managing expectations: whether it is unclear to the team what they will and might’t expect from the returning colleague in each stage of the reintegration, friction may end up. This could be exacerbated when the returning colleague and employer seek – for good reasons – to respect the work limits which were set for the reintegration.
That’s why it’s very vital to speak the explanations behind these measures to the team all of the while respecting medical privacy. Managers should frame these adjustments as obligatory for the long-term health and productivity of the worker and the organisation, which ultimately advantages all involved.
This also requires clear communication concerning the returning worker’s capabilities and limitations. Colleagues ought to be informed concerning the expected pace of reintegration and the importance of supporting their peer. Also take into consideration the very best process for work assignments: after an absence brought on by stress, it’s often sensible to have tasks delegated by the worker’s direct supervisor relatively than making her or him available to all team members.
Part of an overarching reintegration policy
Many corporations still don’t have well-developed and sustainable reintegration policies. My advice is a great place to begin and can work even higher as a part of the overarching and taboo-lifting absenteeism policy outlined below:
Develop an overall supportive culture: cultivate a workplace culture that values mental health and recognises the import – ance of supporting colleagues getting back from mental health–related absences.
Provide training: Help managers and team members learn the required skills. These can include recognising signs of menta-l-health issues, providing support, and fostering an inclusive environment. Managers play a pivotal role, as their attitudes and actions can significantly influence the success of reintegration.
Promote open communication about individual needs: Transparency helps construct trust and reduces stigma, particularly when – an worker temporarily leaves the workplace. After his or her return, regular meetings and feedback sessions during their reintegration help be sure that any issues are promptly addressed.
Implement flexible policies: Adapt policies to accommodate the needs of returning employees, akin to flexible working ho – urs or gradual increases in workload. Tailored work arrangements help returning employees ease back into their roles without overwhelming them.
Leverage peer support: Colleagues who’ve undergone similar experiences can offer precious insights and emotional su- pport, helping to normalise the challenges related to returning to work after a mental health-related absence.
Strategic necessity
Sustainable reintegration shouldn’t be only a matter of compassion but additionally a strategic necessity for worker retention and organisational resilience. By specializing in supportive colleague dynamics and addressing the unique challenges of reintegration, European company leaders and HR professionals can significantly enhance their retention efforts. Understanding and implementing effective reintegration strategies will result in healthier workplaces, lower turnover rates, and ultimately, a more robust and committed workforce.
The responsibility for successful reintegration extends beyond the person and their direct manager to all the organisation. Creating a supportive, understanding, and versatile workplace environment is essential to making sure that employees not only return to work but thrive of their roles.
