Supporting Employees in Mental Health Recovery

Returning to work after an absence can be a daunting experience for employees, particularly when navigating the complexities of mental health recovery

CREDIT: This is an edited version of an article that originally appeared on Small Business

Returning to work after time away can feel challenging, even after a short break. Alongside worries about catching up on workload, employees may feel anxious about potential stigma or assumptions from others, which can lead to increased stress. To support a smoother transition back into the workplace, it’s essential to create an environment that builds confidence and provides support.

Phased Returns

Employees who take time off to address mental health issues may not be prepared to jump back into a full work schedule immediately. Gradually increasing hours as they feel more comfortable can help them transition more smoothly and maintain their mental well-being.

During the initial return period, it may also be beneficial to temporarily reduce responsibilities for employees re-entering the workforce. By lessening the complexity and volume of their tasks, employees can focus on acclimating to the work environment without the added pressure of meeting high expectations or managing overwhelming projects.

Support Systems

Mental health can often be a recurring concern, and even if an employee feels ready to return to work, they may face additional obstacles, such as potential relapses. Recognising early symptoms of mental ill health and providing timely support is crucial for effective management and recovery.

Implementing mental health awareness training for employees can be an effective way to build understanding within the workplace. These programs can educate staff on various mental health conditions, their symptoms and appropriate ways to respond when someone may be struggling.

Keeping Connected

While taking time off work can provide individuals the opportunity to focus on their recovery, it can also negatively affect their sense of identity and connection to the workplace. Maintaining regular contact during this recovery period can be highly beneficial.

If the employee feels comfortable, informal check-ins—whether through a phone call or a casual coffee catch-up—can reinforce their value as an asset to the company and show that their well-being is a priority. These interactions help keep them informed about what’s happening within the organisation, ensuring they don’t miss any important updates or changes.

When employees return to work, they may feel an implicit pressure to quickly resume their pre-absence routines and performance levels, striving to appear “normal” despite the challenges they may still be facing. It is crucial for managers to recognise that returning to work is often a significant adjustment that takes time. By acknowledging the complexity of this transition, leaders can create a more compassionate workplace where employees feel safe to express their needs and continue their path to recovery.