Managing return to work

    The return-to-work plan

    Managing Return-to-work

    Managing Return to Work – General principles
    Managing Return to Work – Quick Reference Guide
    Return to Work Process Flowchart
    Overcoming barriers to return to work
    Employee responsibilities around return-to-work
    Policy and procedures around return-to-work
    Employers’ return-to-work obligations
    The return-to-work plan
    Reasonable adjustments
    The return-to-work discussion or interview
    Identifying suitable duties
    Fostering a supportive work environment
    Communicating with colleagues
    Liaising with healthcare providers
    Working with rehabilitation providers
    Confidentiality and privacy
    Dealing with a distressed employee
    Dealing with a mental health crisis at work
    Managing underperformance and mental health problems
    Myths about mental illness
    What staff need to know
    What to expect from your health practitioner

    A return-to-work plan is essential for ensuring a successful return to work. Ideally, a return-to-work plan for someone coming back after an episode of mental illness should address the interpersonal environment in a way similar to plans for return to work after physical injury that address the physical environment. This may mean making reasonable adjustments for particularly stressful tasks or interactions with colleagues or clients.

    Do

    • develop a clear, written return-to-work plan
    • ensure the employee is actively involved in the development of the plan
    • ensure that the plan is agreed to by everyone affected
    • make sure the plan is flexible and adjustable to allow for changes in the employee’s mental health or workplace circumstances
    • ensure that the plan lasts for a sufficient time period to allow the employee to recover
    • be clear on the duration of any amended duties or supports. In most cases such measures will be temporary
    • monitor the plan to ensure that tasks and hours remain appropriate and sufficient supports and resources remain available
    • take steps to keep everyone informed and make sure the plan is respected

    It is also useful to make sure that the return-to-work plan has a clear endpoint and a clear plan for what to do if it has not been successful. This can avoid difficult situations dragging on indefinitely due to the fact that those involved don’t know what to do or are reluctant to address the issues.

    Below are some examples of templates that you may want to use to help you develop a return-to-work plan for an employee returning to work after a mental health problem.

    Guidelines for workplace prevention of mental health problems. PDF DOWNLOAD

    Return-to-work templates Word Documents

    RETURN TO WORK PLAN TEMPLATE
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    START WORK PLAN
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    Janine's* story
    "It is really important to strike the right balance between giving someone returning to work too much responsibility and taking away those things that give them a sense of belonging in the workplace. Sometimes the temptation can be to say to someone that because they are not well, they don't need to work in a team. But that can actually take away one of the things that helps them at work and gives them social support and a sense of belonging. It does depend on circumstances though, and it's important to weigh up the costs and benefits for the person."
    Janine*
    Occupational Physician
    *not her real name
    Carlo's* story
    "We had someone come back after quite a long absence and there had been quite a few changes in the business. We thought about that person like a new employee and arranged something like an induction process with meetings lined up with various people who showed them the new systems. It was good to do it systematically like that so the person didn't have to find out about new things by making mistakes or having to ask all the time."
    Carlo*
    Manager
    *not her real name