by Phil Norton
No, we’re not talking about easing yourself back in gently after a holiday in order to “readjust”. A phased return to work (PRW) is where an employee who has been absent for a prolonged period staggers their return to work rather than jumping straight back in full-time.
This compassionate and supportive approach helps to create an inclusive and accessible workplace.
Who does this apply to?
Typically, PRWs are granted to employees who are expected to require a period of adjustment to settle back into working life. Some example situations include:
- Time off for treatment of a serious illness
- An accident leaves someone with a physical disability
- Diagnosis of a chronic condition or long-term illness
- Bereavement
- New parenthood
- Returning from study leave/sabbatical
The role of occupational health
A PRW can be offered by an employer or requested by the employee. This could be (but doesn’t have to be) on the recommendation of their GP or occupational health practitioner (OHP).
The OHP will meet with the individual to discuss their situation and concerns. They will carry out an evaluation to identify whether the person is fit to return to work and on what basis, as well as any accommodations that need to be made. Both employee and employer will receive a copy of their report.
What’s the benefit?
There are lots of benefits to PRW. The employee will feel supported, valued and like they are truly wanted at work, not just for their time and direct contribution but because they are seen as an integral part of the business for the long-term. This helps to foster a positive mental attitude, guiding the employee to focus on what they can do instead of what they can’t.
Financially, there will also be a benefit if phased return enables someone to return sooner.
The employer, too, benefits from the positive work environment that is created, and the strong employer–employee relationship it builds. This results in greater retention and thus lower turnover, which comes with big cost savings.
By contrast, refusing to allow a PRW could result in a person simply quitting. Or it could mean an unsuccessful transition back to work, where they become overwhelmed or unwell. This is a poor outcome for everyone.
Process & policy
The PRW process should be outlined within your sickness and/or other absence policy to ensure clarity and consistency in use.
What the ‘phases’ of the return look like will vary. It’s not always coming back part time and building back up to full time. It might be shorter days or different shifts for a while. Maybe working from home for the first few months.
It could also be a change to the role or work space rather than the hours: less responsibility, longer-deadline work, a non-customer facing role, less physically strenuous tasks (eg, no lifting), or a quieter environment.
The key is to talk to the individual concerned, and for both sides to make their expectations and limitations clear. Regular check-ins will ensure the plan is still working for everyone and that the employee is feeling good as things ramp up.
No one left behind
If someone is returning from a prolonged period of absence, you should treat their return as not dissimilar to onboarding of a new hire. Consider whether they might need some additional training. Are you using any new software? Are there any new team members they should be introduced to?
Even if not much has changed at work, a lot might have changed for that person. For someone adjusting to a new life or body, even the most familiar and/or static of workplaces could now feel alien. You want to make that space feel safe, as quickly as possible.
Phased return to work and pay
Typically, pay would be worked out on a pro rata basis depending on the hours or days worked. Some more generous companies might give full pay even while a person works fewer hours, to make things extra easy for them. You’re looking for a balance
between fair compensation and a smooth return to work.
Key takeaways
It’s clear that phased returns to work are a great way to get people back into work after life-changing events or a long absence. It helps them to transition more easily and, perhaps, sooner than they would otherwise. This is great for business and the economy more widely, as well as inclusivity at work.
The unspoken choice is often between a phased return to work or no return at all – be sure to choose the right path for you and your staff.
About the author
Phil Norton
Phil is the co-founder of Leave Dates, the employee annual leave planner. He loves problem-solving and making life easier for small businesses. If you book a Leave Dates demo, he will give you a warm welcome and show you everything that you need to know.