How organisations can support stay at work and return to work

Having formal structures in place to support people experiencing mental ill-health to stay at work or return to work can support people, managers and teams. They can ensure action is fair, transparent and efficient. Some jurisdictions also have legal requirements for certain policies, practices or roles to be in place, so it is important to understand which requirements apply to your workplace.

Create stay-at-work / return-to-work policies and processes 

Benefits of clearly defined policies and practices include:

• the organisational commitment to supporting people to stay at work or return to work is clearly expressed
• a higher chance people will be treated fairly and equally across the organisation, regardless of who their manager is.
• less confusion about what supports are available and what steps should be taken
• legislated requirements can be made clear and supports put in place to ensure compliance
• taking an organisation-wide approach helps create a supportive culture and address factors that influence mental health at work
• helping prevent secondary psychological injury that can occur when return to work is managed poorly
• clearly defining the role different people play in the organisation to prevent role confusion or missing supports.

These policies and processes should be created in consultation with workers and people with a lived experience of mental ill-health to ensure they are fit for purpose. See our module on engaging with people with living experience (forthcoming). All people should receive training, so they are aware of the policies and their role in the process. Managers may benefit from in-depth training given the important role they play.

Policies and processes should also be reviewed and monitored to ensure they are working as intended.

A good return-to-work policy reflects your organisation’s values and goals. It also incorporates the views and preferences of workers and managers. 

Return-to-work policies can be broad and cover mental and physical illness or injury, with sections for any additional components that may be needed for specific situations. Things that can be included in these policies and processes could include:

• a commitment to helping people experiencing mental ill-health stay at work or return to work
• the expectations, roles and responsibilities of all parties involved in the return-to-work process
• what should happen when a worker discloses a mental illness or the need for support due to mental ill-health
• how supervisors should seek advice regarding an individual’s mental health, the actions they should take if they are concerned mental ill-health is impacting someone’s work, and when and how your organisation will support this action
• resources within the organisation to help with return-to-work planning and supporting people to stay at or return to work
• possible reasonable adjustments (e.g. providing time off to attend medical appointments)
• procedures for keeping in contact with people on sick leave, including when and how people should notify the organisation of absences
• the process for creating and finalising return-to-work plans, including any templates
• defined responsibilities for putting the return-to-work plan into action and reviewing its progress, including arrangements for meetings or discussions to inform return-to-work planning
• links with other key policies, such as health and safety, leave, flexible work, etc. 

There are legal requirements to have return-to-work policies in place under workers compensation legislation in some jurisdictions. You can find out more about requirements for your jurisdiction here. 

Appoint a return-to-work coordinator

Some organisations may be required to appoint a designated return-to-work coordinator under workers compensation legislation in their jurisdiction. People in return-to-work coordinator roles can provide expertise in helping people navigate the return-to-work process. This includes helping manage documentation, identifying reasonable adjustments and appropriate duties, and consulting with all stakeholders. They can be an expert support for both managers and individuals. They can also help coordinate communications with external health professionals or supports. 

Return-to-work coordinators should receive ongoing training to make sure they are competent in areas such as communication, mental health in the workplace and legal requirements related to return to work. The types of training they are required to complete may vary across jurisdictions. It is important to be aware of any mandatory training requirements that may apply to your workplace. You can find out more about requirements for your jurisdiction here.

Supports for managers and supervisors

Managers and supervisors shape the day-to-day experience of work for individuals. They are also the people responsible for putting policies into practice or managing how adjustments influence workloads across the team. Many managers may be promoted because they have technical expertise, but they may not be trained in all aspects of managing people or a team. It is important that managers are adequately trained and supported in this important role.

Training

Training to support managers and supervisors may include:

• people management skills, including effective communication and interpersonal skills 
• the organisation’s policy on return to work and how to put this into practice 
• what organisational resources might be available for workplace adjustments 
• what entitlements (e.g. family, sick and annual leave) or supports (e.g. Employee Assistance Program) are available for workers experiencing mental ill-health
• employer legal responsibilities, such as those under the Disability Discrimination Act 1992 or various workers compensation legislation
• the factors that can impact the return-to-work process and how to manage these concerns 
• role responsibilities for managing the attendance and return to work of individuals experiencing mental ill-health 
• how to support individuals to play a key role in their own return-to-work process 
• how to introduce workplace adjustments and monitor the return-to-work process 
• how to set healthy boundaries and self-care strategies to protect their own mental health. 

Other supports

Managers and supervisors may also need practical supports to manage the return-to-work process, such as:

• someone else in the organisation who acts as a mentor
• access to expert advice from return-to-work coordinators, human resources experts, occupational health physicians or mental health experts. This advice may be coordinated through a return-to-work coordinator or human resources team.
• advice from peak body representatives (e.g. chambers of commerce, small business associations, unions)
• help and support from initiatives that provide information to support people with a mental illness in the workplace (e.g. the Australian Government JobAccess initiative). 

Creating a mentally healthy workplace

In addition to providing supports focused specifically on helping people experiencing mental ill-health to stay at work, organisations can also focus more broadly on creating a mentally healthy workplace. You can read more about the 3 pillars of a mentally healthy workplace in the Blueprint for Mentally Healthy Workplaces.