By Robby Magyar & Sam Khavin

No employer wants to see an employee out of action and unable to work – not only does a workplace injury or illness impact the safety and well-being of the impacted employee, but there are also increased risks to a business.

Unfortunately, workplace incidents do happen regardless of if a worker is physically injured or has mentally become unwell in the workplace, they may need some time out to recover. We know that it can be difficult for employers to manage an employee’s return to work, but it is critical that you manage this process in an effective and timely manner.

So, does returning to work sooner speed up the recovery process of an ill or injured worker? In this article, we answer this question, and we also provide you with our tips and advice to manage their return to work better.

Let’s get started…

Absenteeism: a perpetuating cycle

It’s important to get people back to work as soon as it’s safe for them to do so, meaning that an employee doesn’t have to be 100 per cent well to return to their job. In some instances, work may even assist in the recovery of employees, especially where employers can provide alternative work arrangements and support to accommodate their injury or illness.

When an employee is away from work for an extended period, they can become isolated, depressed, develop low self-esteem, suffer financial consequences, and even become unemployable in the long term.

Therefore, it’s important that ill or injured employees have a clear timeframe for their recovery and rehabilitation. Data from Comcare has shown that if employees are given a return-to-work date by their doctor, they are three times more likely to return to work.

Providing early support to injured or ill employees can help their recovery and assist in fast-tracking their return to work. Employees who are expecting to be absent from work for more than a few days should be encouraged to obtain an indicative rest and recuperation time from their doctor, and discuss options for alternative working arrangements, if applicable, to reduce absenteeism.

According to data collated by Comcare in the Return to work report, the longer someone is away from work, the likelihood they will never return to work increases with each passing day. For example, if an employee is absent for:

  • 20 days, the likelihood of returning is 70 per cent
  • 45 days, the likelihood of returning drops to 50 per cent
  • 70 days, the likelihood of returning falls to just 35 per cent

This not only causes difficulties for employees, but it can also impact the functioning and productivity of an entire business, by placing increased burdens on other employees and potentially exposing them to preventable illness or injury as a result.

Providing support for a safe return to work

While many employers do actively and appropriately support their injured or unwell employees to recover and return to work, more can be done in this space. Employers have a duty of care to always provide a safe workplace, and this is particularly important when managing an employee returning to work after illness or injury.

How an employer supports its employee’s return to work will differ depending on their illness or injury, their role, and the workplace, but in general, the following strategies are a good place to start:

1. Responding early and positively

 When an employee notifies their employer of an illness or injury that may take them out of work for an extended period, it’s essential to initiate a dialogue early to manage both the businesses needs and to provide the employee with the support needed to recover.

Responding positively within three days and communicating regularly with the employee can result in a more expedient return to work, especially where there is a live possibility of a workers compensation claim. The Return to work report conducted by Comcare states that 26 per cent of employees with pending physical injury claims are more likely to return to work when contact is made early and regularly, whereas it’s only 45 per cent more likely in the case of psychological claims.

Early responses are meaningless if the conversation begins on a negative footing. Employers should approach these conversations with compassion, understanding, and a willingness to be as flexible as possible. Positive and fair conversations regarding illness and injury result in higher return rates of employees, with a jump to 43 per cent and 52 per cent for physical and psychological injuries respectively.

As the adage goes: you catch more bees with honey than vinegar.

2. Early prevention and care

Workplaces with robust Work Health and Safety (WHS) policies and procedures are consistently proven to be able to prevent and adequately reduce the risks associated with employees becoming or remaining ill or injured. This is particularly the case where employees feel a sense of ownership and connection to the workplace’s WHS processes and are encouraged to report all injuries or illnesses early.

Delays in reporting injuries and illnesses can significantly impede an employee’s capacity to work productively, and often result in prolonged absences from the workplace. Case studies have demonstrated that a delay in reporting greater than 90 days can lead to absences of 45 weeks or more.

This is why it’s so essential that employees are informed of all relevant WHS policies and procedures, and if applicable, who their relevant WHS representative is, and how to find and submit the relevant paperwork to report injuries, especially those that occur within the workplace.

Prompt reporting also promotes early and appropriate access to medical care. In some instances, early intervention can reduce the severity of injuries and illnesses, ultimately improving retention and return rates in the long run.

Care for employees as they return after a period of illness or with an injury is also of paramount importance. Employers are required to provide reasonable adjustments to the roles, expectations, and hours of employees, where the request can be reasonably met.

Not only do modifications allow employees to return to work sooner, but they can also reduce the financial implications faced by businesses. Having employees off for extended periods of leave can result in businesses needing to have roles filled by existing employees or needing to fill the gaps with new hires.

Final thoughts

Illness and injury can be a significant drain on a business’ time and resources, but an employer which demonstrates a transparent, proactive, and positive approach and attitude to such events may be able to use such circumstances to demonstrate the supportive nature of the workplace. This can minimise productivity and morale loss and improve its ability to attract and retain talent.

If you’re an HR Assured client and you have an employee who is on extended leave due to illness or injury and wish to discuss best practices for managing their return to work, contact our 24/7 Telephone Advisory Service.

Not an HR Assured client and need some advice? The team at HR Assured can support your business on a range of workplace matters. Contact us today to arrange a confidential, no-obligation chat.

Robby Magyar is a Workplace Relations Consultant at FCB and HR Assured who relishes the opportunity to assist businesses in the best practice approach to managing employees and compliance concerns. He has a particular interest in making employment law and human resources digestible for our clients.

Samantha Khavin is a qualified workplace relations advisor at HR Assured. She regularly advises and supports our clients with a wide range of workplace and employment issues.