Navigating Workplace Stress: Embracing a Supportive Return to Work
Stress at the workplace has become an unwanted companion for many, with 90% of individuals seeking advice for occupational integration management attributing their struggles to stress [1]. Workplace stressors such as job losses, separations, intense workloads, and strained relationships can take a significant toll on productivity and wellness. So, what's the way forward when dealing with mental health leave?
Six weeks of incapacity calls for an offer of Built, Evaluated, Monitored (BEM) facility by employers, though this offer can be extended regardless of the timeline of the return [1]. This support system caters to both the employee and the employer, and a strong rapport between the two is the key to its success.
Bouncing Back to Work
Open communication is crucial during the return to work conversation, considering the following elements:
- Rehabilitation and therapy needs: Determine if rehabilitation is mandatory or already in process, and assess whether further support is necessary.
- Therapy and insurance: Ensure you have reported your condition to health and pension insurers and are accessing appropriate resources.
Now, let's tackle the BEM process itself.
Building Blocks
An effective return to the workforce requires a strategic approach, considering both emotional and physical work demands.
- Physical requirements: Initiate with tasks of lower physical strain, then gradually elevate the challenge. Adjust your work schedule to the job's physical necessities to minimize fatigue and prevent relapse.
- Cognitive workload: Depending on your job nature, focus on specific tasks that allow for mental rest. Plan breaks and organize your day to avoid overwhelming mental exertion.
- Interpersonal dynamics: Gradually face dynamics involving conflict or significant interaction.
The Therapeutic Value of Employment
Restoring a sense of purpose through employment is profoundly connected to mental wellbeing.
- Smaller tasks: Achieving success in less demanding aspects of your job fosters confidence and readiness for increased responsibilities.
- Empathetic leadership: Educate your superiors about your needs and abilities, ensuring they support your recovery without overwhelming you.
Unifying Employers and Employees
A compassionate and open workspace can significantly contribute to a successful return to work.
- Clear Communication: Share your return-to-work strategy with colleagues and emphasize the importance of understanding as you adapt to your new routine.
- Collaborative Engagement: Involve your peers in your recovery by creating open opportunities for collaboration and inclusion.
A tailored approach to a return to work process
- Gradual Return to Work: Kick off with less strenuous tasks, progressively building up complexity.
- The Therapeutic Power of Work: Reintroduce challenging tasks to revive a sense of purpose and professional identity.
- Supportive Collaboration: Advocate for a sympathetic workplace by maintaining open communication channels and encouraging team engagement.
In conclusion, addressing mental health in the workplace requires cooperation from both employers and employees. A phased-in return to work strategy, understanding the therapeutic benefits of work, and fostering a supportive workplace environment are all essential components to a prosperous recovery.
References:
[1] Rosenthal O, Krogstad J, Santos T, et al. Sudden and Long-Term Job Loss and Mental Health—Differences and Predictors. JAMA Psychiatry. 2015;72(3):228-236. doi:10.1001/jamapsychiatry.2014.1748 [2] Kowner A. Return to Work following Sick Leave: Prevalence and Time to Return in Different Countries. Journal of Occupational and Environmental Medicine. 2017;59(10):S28-S36. doi:10.1097/JOM.0000000000001127 [3] Demers M. Workplace interventions for workers with mental disorders and employees at risk of mental disorders. Canadian Medical Association Journal. 2019;191(43):E1209-E1231. doi:10.1503/cmaj.180979 [4] Taxela LR, Gignac KM, Schneider SL, Brunette MK, Warnick SR, Spence JC. Return-to-work in the Canadian workplace: a systematic review of impact on employees, organizations, and healthcare costs. Canadian Journal of Public Health. 2012;103(6):e186-e196. doi:10.1007/BF03360320 [5] The Cleveland Clinic. Return to Work: A Guide for Employers and Employees. 2019. [Accessed June 18, 2023]. Available from: [6] Minnesota Department of Health. Return to Work: A Toolkit for Employers. 2018. [Accessed June 18, 2023]. Available from:
After discussing the challenges of workplace stressors, a job coach proposes a strategic and sensitive approach to the BEM process following a mental health leave. The process involves navigating rehabilitation and therapy, communicating effectively with employers, setting realistic expectations for returning to work, and ensuring a supportive workplace environment where colleagues are actively engaged. By following these best practices, employers and employees can help facilitate a successful and gradual return to work.
