Your how-to: Implementing a phased return-to-work for longer mental health related absences in your workplace
A phased return-to-work program for longer mental health related absences is a structured approach where an employee returns to the workplace gradually, over a designated period of time, following a lengthy absence due to mental health issues. This approach is designed to facilitate a smooth transition and mitigate potential stress or anxiety experienced during the return to normal working hours and routines.
The programme includes elements such as a designated work schedule, work adjustments or modifications, and regular communication between the employer and the employee. It considers the employee's mental health needs, ensuring they're adequately supported during the transition period.
In Australia, ensuring a supportive work environment during such a programme also aligns with principles outlined in the Disability Discrimination Act 1992. Employers have a legal obligation to make 'reasonable adjustments' for employees with disability, including those with mental health conditions, to enable them to safely and productively perform their roles.
A phased return-to-work programme essentially aids in promoting a positive work culture while ensuring compliance with the necessary legislation, thus making it beneficial for both employee wellbeing and business continuity.
Step by step instructions
Consult with Health Professionals: Start off by consulting with appropriate healthcare professionals involved in the employee's treatment plan. Their expertise can guide you in understanding the requirements and adjustments needed to reintegrate the employee back into the workplace.
Conduct a Workplace Adjustment Assessment: Evaluate whether the workplace environment needs modifications. This could range from flexible working hours to creating a quiet area for rest breaks. Remember, under the Disability Discrimination Act 1992, you must make 'reasonable adjustments' for employees with disabilities, including mental health conditions.
Foster a Supportive Culture: Educate other employees about mental health to combat potential stigmas. Encouraging an accepting and understanding work culture plays a crucial role in easing the transition for the returning employee.
Invite feedback from the returning employee regarding the effectiveness of the return-to-work plan and any additional needs they may have. This can be facilitated through one-on-one meetings or anonymous feedback channels. Demonstrating a willingness to listen and make further adjustments as necessary can enhance the employee's sense of safety and support in the workplace.
Develop a Phased Return-To-Work Plan: With the assistance of health professionals, create a structured plan that outlines the phased comeback of the employee. The plan should cover the transitioning of working hours and the adjustments in workload and tasks based on the needs and advice of medical practitioners.
Regular Meetings and Communication: Establish a regular communication routine with the returning employee. This could be through weekly meetings or daily check-ins. Such a practice will give them a platform to voice any concerns or difficulties they may be experiencing and would allow for continued assessment and reevaluation of the plan.
Monitor and Evaluate Progress: Keep track of the employee's progress regularly. This is crucial in determining if any further adjustments to the return-to-work plan are required. Their health and wellbeing should always be the top priority.
Implementing a phased return-to-work program is a delicate but manageable task. It further cements your commitment to employee welfare and institutional pledges towards inclusivity and diversity within the workforce.
Use this template to implement
To ensure you can execute seamlessly, download the implementation template.
Pitfalls to avoid
Remember that mental health is a sensitive issue. It's important to respect an employee’s privacy when addressing their mental health issues. Confidentiality should be paramount. The sharing of their information should be on a ‘need to know’ basis and permission should be obtained anytime you need to disclose it.
Simply asking an employee to return to work will not be enough. A clear, structured and achievable plan that aids in easing their transition back into the work routine is crucial.
Support shouldn’t cease after the initial return-to-work phase. Regular supportive meetings should continue to be held with the employee to help them get back on track and to monitor their progress.
In order to effectively implement such a protocol, there needs to be an in-depth understanding of mental health conditions. Insensitivity may lead to further deterioration of the employee’s mental health or possible legal consequences under the Disability Discrimination Act 1992 (Australia).
The Disability Discrimination Act 1992 (Australia) requires employers to make reasonable adjustments to the workplace to accommodate employees with disabilities, including mental health conditions. Failure to do so can result in legal action.
Employees should be encouraged to contribute to their return-to-work plan. Ignoring their feedback, concerns or suggestions can complicate the return process and worsen their mental health condition.