Long-term sickness absence is often defined as a continuous absence from work, typically four weeks or more. An absence from work can be related to physical heath, mental health, and/or both. When think about mental health, the most prevalent conditions responsible for long-term absences are stress, anxiety, and depression.

Many incorrectly believe that if someone takes time off work due to health, they will not return as productive, if they even return to work at all. Attitudes like this ignore the agency that employers have in supporting their staff to return to work, and their importance in a staff members overall recovery.

It is important as an employer to effectively manage the process of long-term sick leave, from the beginning of the employee’s absence from work to their eventual return to work.
A timely, well-planned, and well-executed return-to-work process will have substantial positive benefits for an employee’s wellbeing and rehabilitation and could also prevent potential relapses

It is important to follow a process and avoid sudden decisions, which may not only pro-long the employee’s return to work but may also potentially leave you open to discrimination claims.

Once it becomes known an absence is likely to be long term, it is best to have a supportive conversation with the employee as soon as possible. While this meeting will be formal, it is important to offer flexibility and try to alleviate any pressure or concern the employee has. In this meeting, you will need to work together to develop a return-to-work plan, and a plan for reviewing and monitoring the employee’s recovery and wellbeing.

Below, we have included some key messages for line managers and HR leads to consider when supporting employees to return to work.

Key messages for line managers

  • There is no approach that will work for everyone.
  • Line management is crucial in the process.
  • Stay in regular contact with the employee
  • Seek support if needed

Key messages for HR decision makers

  • Supporting return to work requires robust systems policies
  • Consider who should support the returning employee
  • Main regular contact with both parties
  • Internal and external support

Most staff who experience mental ill health will recover and return to being a valuable and productive member of the team. However, on some occasions, even with adjustments in place, a team member’s performance, conduct or continued absence may warrant further action.

Before taking action, you should consider whether:

Additional adjustments or further support may improve performance or conduct

Other lighter duties or a transfer to different role may be available.

If further action is necessary, the manager must follow the organisation’s procedures for handling these matters and ensure that a fair process is completed

For additional Support:

NICE Guideline, Workplace health: long-term sickness absence and capability to work, November 2019

Equality Act, the Employment Rights Act and the Health and Safety at Work etc Act.

Managing sickness absence – part of employer’s general duty to protect the health, safety, and welfare of their employees (Health and Safety at Work Act (1974).

Maintaining accurate sickness absence records part of the duty to assess any workplace risks/ hazards: (Management of Health and Safety at Work Regulations (1999)