How to support someone returning to work after Covid
As managers, we are used to people taking time off sick from time to time. But as the world faces the Covid global pandemic this has naturally had an impact on sickness in the workplace and presents some unique challenges. So what can we do to support someone returning to work after having caught coronavirus?
The gut instinct for businesses is to go straight for policies and ensure sickness is documented and the right procedures followed. I support this, however a good manager will need to consider emotional intelligence, communication and appropriate goal setting in order to make the transition back to work as smooth as possible so I want to focus on these areas. Always consult your HR teams for advice on being compliant.
When faced with a new challenge it is common for us to try and make sense of the situation by comparing it to something we are familiar with. After a long time off sick, some managers draw comparisons with a more familiar break in work – maternity leave. But this is not a fair comparison. Maternity Leave is expected, plans are made in the months beforehand and there is a reasonably predictable timescale. Now consider how this compares with the suddenness of catching Covid and the uncertainty around how long it may take to feel well enough to work. Individuals may feel uneasy with having left work incomplete (our brains seek closure on a frequent basis) meaning they can neither start with a blank canvas nor pick up where they left off. A timeframe for re-familiarising themselves with the outcomes of what happened during their time off sick should be factored in, rather than simply updating on the current landscape of the business.
The emotional impact of being unwell should be acknowledged and not considered complete. Depending on how severe their illness was an individual will have been through something traumatic and the process of coming to terms with this is not always concurrent with physical recovery. Feeling ready to return to work usually coincides with the beginning of a gradual acceptance of the experience they have been through. Just because they don’t have Covid anymore doesn’t mean that feelings of anxiety, anger or depression are in the past. Supporting employees with their mental health may be just as important as making allowances for their physical recovery.
A key model here that can be used is the change curve. The impact of Covid can be felt in the months that follow and this unusual virus can affect the ability to focus, memorise details and general fatigue. This is a huge change to how an individual can perform at work and change management is vital. The change curve (or Kubler-Ross) shows that when faced with change people feel shock, denial, frustration and depression before moving on to experiment, decide on a way forward and integrate change into everyday life. If we can see what stage an individual is in we can better support them. On returning to work maybe an individual is in denial about how much the change will impact them? Or maybe they’re feeling frustrated about how their abilities have changed? We should look to support each stage patiently and encourage new ways of working (experiment) and decision making at a time that works for the employee. Change can take a long time to accept, and we can move both backwards and forwards on the curve, but by supporting each stage in turn we will gain better insight into how the individual is responding and support the way forward. This is a constant area to monitor
Adapting responsibilities can help at stages of the Kubler-Ross. A few years ago, I had encephalitis and needed to spend some time off sick. When I returned I can certainly understand the lack of trust in your ability to perform like you used to. It isn’t as simple as being off work or back at work. I managed a team of people however supporting them was a huge challenge on my return as I could barely solve my own problems let alone comprehend another person’s situation. Looking back I should have phased my return so that team management was the last thing I picked back up.
That said, I also need to be mindful of another danger here and that’s assuming you understand a situation because you can see some similarities with your own experience. Covid is a new virus that we still don’t know that much about, and the widespread news reporting and impact to society magnifies the experience further for those who have caught it. Their experiences will all be unique, even from others with the same virus, so it is impossible for us to truly understand their viewpoints. As managers we should seek to listen to what is needed far more than putting forward our own suggestions.
Communication is therefore vital. It always is really, but now imagine you’ve been off work unwell and don’t feel connected to the business – this is where the line manager needs to work together with the employee for the right approach. How often do they want to catch up? What would make them feel most supported? What times of day work best? (Remember fatigue can be an issue in Covid recovery). Old patterns of 121s might be too infrequent and a regular focused call might be better suited at this time. Allow the employee to set the agenda so as to ensure that they are getting what they need to make these quality conversations.
But if they feel ready to move forward how can you ensure they are developing appropriately? Now is not the time to review annual goals that may have proved impossible due to the impact of Covid. In fact even looking ahead the tried and tested SMART goal framework might still feel a stretch too far in an uncertain world. I’d suggest working to a technique known as BSQ: Think Big, Act Small, Move Quick. The emphasis here is on small, immediate actions that will ultimately drive achievement in the long-term. The effects are felt quickly which helps with motivation and esteem and can be reviewed on a regular basis. These goals will feel manageable, as well as meaningful, and are perfect in times of uncertainty
Supporting someone recovering from a serious illness and returning to the workplace is a challenge. So lastly, don’t neglect your own need for guidance from your business to make sure you are supporting the employee in the best way you can.
