Incapacity for work: from suspicion to trust

With unemployment in the labour market today at a historic low, retaining talent is crucial for employers. At the same time, we’re seeing an alarming rise in the figures for long-term sick leave. It’s difficult to get employees in this situation back to work; what’s more, there is a tangle of policy initiatives at different levels (federal, Flemish) that aren’t always well coordinated.

All too often, the way we handle absenteeism is based on deep-seated suspicion, with a strong focus on detecting abuses of sick leave; the recurring discussions about the need for sick notes and other controls are a telling example of this.

This focus on control is partly explained by the impact of negative experiences, which often make more of an impression than the countless times everything goes smoothly. Out of fear of these negative experiences being repeated, we build control systems, but what percentage of employees do these alleged abuses actually concern? Estimates are consistently low – often between 1 and 5 percent.

The core message is clear: when we design our entire system around a small minority of potential abusers (the 5%), we unintentionally create an atmosphere of suspicion that is detrimental to the vast majority (the 95%) who act in good faith. This majority benefit from support and trust, which can make their return to work faster and more sustainable.

The question, therefore, is: do we need to fundamentally rethink our approach? Shouldn’t we organise ourselves on the basis of the rule – the employees who want and are able to return with the right support – rather than the exception? How can we create a climate of trust and proactive support that actually promotes reintegration?

In situations of long-term illness, the advice to both employer and employee is that any contact with work by the latter should be avoided. ‘Just stay at home until you’re completely better,’ is the recommendation. Avoiding contact like this can be compared to the situation where a child comes home crying after a fight at school. You wouldn’t say: ‘Just stay at home for a few weeks until it blows over,’ but we often do exactly that in the work context. We leave the employee at home, disconnect and wait. There’s no evidence that this passive approach works; in fact, it can actually make a smooth return harder.

So what does work? The key words here are early communication, trust and targeted support.

• Maintain contact from the outset: Get in touch relatively soon after the employee has reported sick. Not with a controlling tone, but with genuine interest: ‘How are you doing?’. This will help you to maintain a connection and understand what’s going on, both medically and in a wider context.
• Focus on perceptions, not just diagnoses: The medical diagnosis is certainly a factor, but extensive research shows that the employee’s perception of their own health and functioning and their expectations regarding their recovery and return to work are much stronger predictors of the length of the absence. You should therefore ask questions like: ‘How do you think your health is at the moment?’ and ‘How do you envision a potential return to work?’.
• Take advantage of the window of opportunity: The first 12 weeks of absence are crucial. Research shows that the chance of a successful and lasting return to work is greatest during this period. What this means is that you need to be proactive, maintain contact and explore options together.

Think of injured elite athletes who, despite lengthy absences, remain committed to their team and are received with open arms when they return. The message is clear: ‘Welcome back, we’ve missed you, we’re glad to have you with us again!’ This is the essence of the athlete’s return to play – and of the employee’s return to work. It’s about creating an environment where people feel welcome and supported.

Although new measures in the coalition agreement take steps towards following up on sick employees sooner, an excessive focus on monitoring and potential penalties can undermine the mutual trust that’s so crucial.

Your role as an employer or manager is essential in this regard. By maintaining contact proactively and with genuine interest, engaging in open dialogue, focusing on what is possible (possibly involving adapted work) and ensuring a warm and supportive return, you can create an environment in which employees feel supported. This will significantly lower the barrier to reintegration and contribute to a lasting solution for both the employee and the organisation.