In recent months, International Employment Lawyer has reported on a number of legislative and policy developments across Europe addressing long-term sickness absence and return-to-work processes. Whether the focus is on reintegration reforms, increasing sickness absence rates or employers’ responsibilities towards employees with health conditions, one message is becoming increasingly clear: long-term sickness absence is no longer simply a healthcare issue.<\/p>\n
It is also a question of workforce sustainability, organisational culture, inclusion and employment law.<\/p>\n
Against this backdrop, Jadek & Pensa and Diversity Charter Slovenia recently organised a roundtable discussion as part of European Diversity Month, bringing together legal experts, employers, occupational health professionals, rehabilitation specialists and HR practitioners to discuss the challenges of returning employees to work after long-term sickness absence and supporting the employment of persons with disabilities.<\/p>\n
Although participants approached the topic from different perspectives, there was broad consensus on one point: successful reintegration requires earlier planning, closer cooperation between stakeholders and greater focus on inclusion.<\/p>\n
\u00a0<\/strong>One of the key themes emerging from the discussion was that long-term sickness absence should not result in a complete loss of connection between the employee and the workplace.<\/p>\n Although the employment relationship continues throughout the period of sickness absence, maintaining a constructive and appropriate relationship in practice can be challenging. Employers are often uncertain about how much contact is appropriate, while employees may feel isolated from their colleagues, managers and the organisation. In practice, many employers struggle to determine how much contact with an absent employee is appropriate. Concerns about privacy, medical confidentiality and potential allegations of pressure often lead organisations to avoid communication altogether.<\/p>\n However, participants agreed that preserving this connection is often one of the most important factors supporting a successful return to work. Reintegration tends to be easier where employees continue to feel part of the organisation and where communication remains respectful, lawful and focused on support rather than control. Employees who remain connected to their workplace are less likely to feel isolated and often experience greater confidence when returning to work.<\/p>\n Conversely, lengthy periods without any meaningful communication can make reintegration more difficult for both the employee and the employer.<\/p>\n This does not mean that employers should seek information about medical diagnoses or treatment. Rather, communication should focus on maintaining the employment relationship, providing support and discussing practical aspects of a future return to work when appropriate.<\/p>\n Another recurring theme was timing.<\/p>\n Many organisations only begin discussing workplace adjustments once an employee is ready to return. By that stage, valuable opportunities to prepare the workplace and identify potential barriers may already have been missed.<\/p>\n Participants highlighted the importance of early planning and cooperation between employers, employees, occupational health specialists and rehabilitation professionals. The earlier practical obstacles are identified, the greater the likelihood of a successful and sustainable return.<\/p>\n This is particularly important where employees face long-term physical or mental health conditions that may affect their ability to perform work in the same way as before.<\/p>\n Rather than viewing reintegration as a single event occurring on an employee’s first day back, employers should approach it as a process that often begins long before the return itself.<\/p>\n The discussion also focused on the role of reasonable accommodation and workplace flexibility.<\/p>\n Many employers still associate workplace accommodation primarily with employees who have formally recognised disabilities. In reality, adjustments may also play a crucial role in helping employees return after serious illness, injury or mental health challenges.<\/p>\n Examples discussed included flexible working arrangements, gradual return-to-work programmes, modified duties, hybrid working arrangements, assistive technology and changes to work organisation.<\/p>\n Importantly, successful accommodation is rarely achieved through a standardised approach. Employees returning after long-term absence often face different challenges and require different forms of support.<\/p>\n Participants also discussed examples from other European countries, where employers increasingly focus on adapting jobs to employees’ abilities rather than expecting employees to adapt entirely to existing job structures. Such approaches not only support inclusion but can also improve retention and productivity.<\/p>\n \u00a0<\/strong><\/p>\n The discussion identified several practical lessons that employers can implement immediately.<\/p>\n Employees should not feel abandoned during long-term sickness absence. Appropriate communication can reduce isolation and facilitate reintegration while respecting privacy and confidentiality.<\/p>\n Mental health initiatives, stress management programmes, inclusive leadership and efforts to reduce stigma can help prevent long-term absences before they occur.<\/p>\n Every employee’s circumstances are different. Open discussions about potential limitations, workplace adjustments and working arrangements are often essential for successful reintegration.<\/p>\n Occupational health professionals, rehabilitation institutions and other specialists can provide valuable support when identifying practical solutions.<\/p>\n Sometimes successful reintegration requires adjustments to tasks, working hours or workplace organisation. Employers willing to explore creative solutions are often better positioned to retain experienced employees.<\/p>\n Participants also identified several systemic challenges that continue to complicate return-to-work processes.<\/p>\n Employers often report limited opportunities to participate meaningfully in planning an employee’s return while remaining uncertain about what information can legally be shared. At the same time, healthcare professionals and rehabilitation institutions frequently lack sufficient insight into workplace realities and operational needs.<\/p>\n As a result, important decisions affecting an employee’s future employment may be made without adequate coordination between the relevant stakeholders.<\/p>\n Addressing these challenges will require closer cooperation between employers, occupational health services, rehabilitation institutions and social security systems. Effective reintegration cannot be achieved by any one actor acting alone.<\/p>\n Perhaps the most important conclusion from the discussion was that return-to-work should not be viewed solely as a legal compliance exercise.<\/p>\n How organisations support employees during periods of illness and recovery is increasingly becoming a reflection of organisational culture and inclusion practices. Employers that invest in supportive communication, reasonable accommodation and flexible approaches to work are often better able to retain talent, strengthen employee engagement and build resilient workplaces.<\/p>\n As workforces age and health-related absences become more common across Europe, successful return-to-work strategies will become increasingly important for employers.<\/p>\n Long-term sickness absence should not mean the end of the relationship between an employee and the workplace. In many cases, it should mark the beginning of a carefully planned process that enables employees to return with dignity, confidence and the support they need to succeed.<\/p>\n","protected":false},"excerpt":{"rendered":" Employers Need More Support, Employees More Inclusion…<\/p>\n","protected":false},"author":5,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[213,40],"tags":[45],"class_list":["post-15525","post","type-post","status-publish","format-standard","hentry","category-esg-en","category-news","tag-labour-law"],"acf":[],"yoast_head":"\n\u00a0<\/strong>Employers often enter the process too late<\/strong><\/h2>\n
\u00a0<\/strong>Workplace accommodation is often the key to success<\/strong><\/h2>\n
Five lessons for employers<\/strong><\/h2>\n
Maintain contact \u2013 respectfully and lawfully<\/strong><\/h3>\n
Invest in prevention and supportive workplace culture<\/strong><\/h3>\n
Plan return-to-work individually<\/strong><\/h3>\n
Work with experts<\/strong><\/h3>\n
Think flexibly about work and jobs<\/strong><\/h3>\n
A shared responsibility<\/strong><\/h2>\n
Looking beyond compliance<\/strong><\/h2>\n