The four most prevalent conditions responsible for long-term sickness absence are reduced mental health (specifically anxiety and depression), back pain, heart disease and cancer. The prolonged periods of inactivity and isolation associated with long-term absence, may have detrimental psychological and physical effects on an individual’s health. Research suggests that a timely, well planned and well executed return-to-work process can have significant positive benefits for a person’s health and rehabilitation as well as preventing a relapses into further periods of long-term absence.

In practice, though, well designed and managed return-to-work systems are likely to fall short where line managers are ill-equipped to manage an absent or returning employee. There is therefore a need to understand the role and competencies of line managers when returning employees to work.

Research

Goldsmiths, University of London, has been commissioned by the British Occupational Health Research Foundation to explore line managers' behaviour in facilitating the successful 'return-to-work' of employees on long-term sick leave owing to anxiety and depression, back pain, heart disease or cancer. The aim is to produce guidance that will help organisations and line managers become more effective at facilitating employees’ return-to-work.

Preliminary findings

The research team conducted five workshops for occupational health (OH) and human resource (HR) professionals to express their views on effective the behaviour of line managers in the return-to-work process.

Preliminary analysis showed the most commonly reported themes were:

Communication: Participants suggested that if a line manager communicates with an employee, OH and HR at an early stage of the absence, as well as clearly and regularly throughout, the return-to-work process is more likely to be successful.

Emotional and practical supports: Participants suggested that if a manager demonstrates consideration, empathy and a genuine interest in the wellbeing of an employee, then he or she is more likely to feel valued and therefore return to work successfully. Managers should work with OH and HR to plan the return-to-work process and accommodate practical support, such as a phased return-to-work, a buddy system or allowing time off to see physiotherapists and counsellors.

Flexibility: Participants suggested that a manager must be willing to consider alternative roles and temporary adaptations to an employee's job during his or her rehabilitation into the workplace.

Taking the research forward:

Following the success of the workshops, Goldsmiths now need to recruit:

• Managers who are managing or who have recently managed an employee returning to work from long-term absence.
• Employees who are about to return or have recently returned to work from long-term absence.

If you fulfil these criteria, are interested in being involved in the research and want to help improve the return-to-work experience of all parties involved, then Goldsmiths are eager for you to fill out the relevant questionnaire below.

• Link to the manager questionnaire
• Link to the employee questionnaire

Once this data has been collected, a framework outlining effective and ineffective line manager behaviour associated with return-to-work will be developed.

Further information:

For further information please contact Ben Hicks on b.hicks@gold.ac.uk or visit their website.