Staying Connected to Employees on Extended Leaves
By Marcia Hammonds
For most employers it is easy to keep the needs and interests of employees “top of mind” when we see and interact with them on a daily basis. However, it is also important to remember to do the same for those individuals who find themselves off work for extended periods of time. With the exception of vacations or sabbaticals (when employees really need and want to totally disconnect from work) it is in the best interest of both the employee and employer to keep the lines of communication and information flowing during this time away.
Under typical circumstances, failing to interact with an employee simply because they are not able to report to work does not benefit the individual or the organization in either the short or long-term. An individual on approved leave from the workplace remains an employee of the organization; and as such an employer has a responsibility to promote and support the continued employer/employee relationship in a manner that is reasonable and consistent. Of course, there may be instances whereby the employee does not wish to be in direct communication with their employer during their absence – and are not legally obligated to do so (e.g., Maternity Leave, Long Term Disability, etc.). However, even in these circumstances the employee should be given the option. To that end, employers should not hesitate to reach out in an attempt to set up some type of communication protocol that will respect the privacy of the individual, but also allow for the communication of important information from the place of work.
In addition to the practical information that will be necessary to obtain during an employee’s extended leave of absence (e.g., doctor’s notes and the like), there is also the “nice to have” information that can serve to support the continued connection to their place of work, which in turn can provide comfort and security; all important components of supporting the well-being of all of our employees. Sending out weekly or monthly newsletters, new policies, and/or staffing changes – even inviting them to team or company events where appropriate – can all help the absent employee feel that they are still part of the team. Which, in turn, may allow for less worry and stress as their return to work date gets closer.
That being said, the return to work component of an extended leave is also supported by an established communication protocol between an employer and employee. Too often it is only the week or two before the employee’s return that we start to think about the practical details of this transition (such as work stations, computers, uniform, etc.) and thus when they do come back the first day can seem somewhat disorganized and scattered. This does little to make the returning employee feel welcome and comfortable, and can oftentimes add to the physical or emotional challenges that may have initially contributed to their absence. Having a consistent and open dialogue during the course of an individual’s leave can promote more timely return to work discussions, which in turn allows for the type of pre-planning and preparation that supports a seamless transition for the employee, colleagues and employer.
At the end of the day we all want to be connected in a positive way to our work and workplace – and employees on extended leave are no different. As such, I would suggest that in making a dedicated effort to keep the lines of communication open and flowing as appropriate, will support this positive connection in a consistent and mutually beneficial manner.