Return-to-Work Interview: Five Steps to Make it Positive!
20 March 2013
Read by 2394 persons
Instead of judging your employee too quickly upon their return, why not help them get back on their feet? Yannick Jarlaud, director of the health department at Alma Consulting Group, recommends a short reintegration interview on the first day back. Here's his method.
"Whether your employee has been gone for a long or short time, a return interview will help them get back in the swing of things and "resocialize" within the team. It should be a constructive moment, an "event", and an opportunity to "clear the air." Two rules to follow to avoid a stigmatizing interview:
1/ Always do this re-welcome for everyone upon their return from leave (sick leave, maternity leave, vacation).
2/ Conduct it the same way for everyone in the company, dedicating no more than 15 to 20 minutes. Here are 5 key steps to success.
1- Welcome:
"Hello Zoe, how are you? .... Come, let's have a coffee." Approach your employee simply, then take them to a small office, a neutral place to chat. If possible, choose a round table to create a welcoming proximity.
Ask them how they feel and explain the purpose of the interview. "I wanted to update you on what's been happening in the department, on the ongoing projects, etc." Then explain how much they were missed by the team. "You know, without you, it wasn't the same... We really needed your expertise on file Z, and client Y asked for you ten times!" This is a positive way to point out the consequences of their absence.
Phrase to avoid: "Without you, it was impossible, we struggled so much!" This immediately sounds judgemental!
2- The Facts:
Keep this brief. Simply state the facts neutrally. "You were absent for three days (two months, etc.) from November 20th to 23rd. This is the third time this quarter." Of course, you should have verified that the medical certificate or justification has been sent! If it's a work accident, you should have informed yourself beforehand; this will clarify things. Then, no need for a notebook and pen to take notes.
Phrase to avoid: "Well, you had a few extra days off!" Too dismissive and sarcastic.
3- The Exchange:
This is the heart of the interview. You'll reassure the employee by providing them with a good level of information, while assessing their state of mind and their ability to return to work. Start naturally. Ask them a few questions. If they don't respond, then recount the events that occurred during their absence: reorganizations, product launches, contracts signed, discussions at the last meeting, etc.
If they feel comfortable, they may talk about their personal problems, back pain, their discomfort... Respond. "Do you have any concerns about returning to work?" This is an opportunity to explore the reasons for the absence: an excessive workload, conflicts with a manager or colleagues, a family problem.
Phrase to avoid: "Is there anything you want to tell me, by any chance?" Suspicious and interpretative, trying to extract a hidden reason.
4- Analysis and Action Plan
This is the problem-solving phase, to build together. Faced with lower back pain, offer them the possibility of using taxis for a while, adapting their work to avoid painful postures, adjusting their hours... If it's the 5th absence and the reason is unclear, insist tactfully... "I need to understand so that we can improve working conditions." Perhaps there's a sick child at home and other absences are foreseeable. Anticipating a reorganization becomes possible.
Phrase to avoid: "Because of your absence, we're behind on the project! You need to get on it urgently." Authoritarian, guilt-inducing, stress-inducing.
What the law prohibits
Requiring the employee to work during their absence. The employment contract is suspended. There is therefore no longer a relationship of subordination with the employer. However, you can ask for updates.
Questioning them about their health. This is a violation of privacy according to the law of July 1970 and the Social Security Code.
Asking to see their medical file. It is confidential.
5- The Trust Agreement.
It's time to seal a verbal commitment together. Here are two scenarios:
1/ The absence is justified. You implement the solutions. "I'll send an email to the team to inform them of your new hours..." The employee will comply with the decisions.
2/ There is doubt or clear recurrence (only 5% of absentees are abusing the system), a reprimand is necessary. "I hear what you're saying or what you're not saying! I don't have all the answers to explain your behavior, but from now on I will be vigilant. And if necessary, I won't hesitate to talk to HR!" Be sure that this will be known within the team and will calm things down.
Phrase to avoid: "We're in agreement? I've got my eye on you, at the slightest slip-up it's a reprimand." Excessive, threatening and counterproductive.
The 5 FORCES Method
F: Facts
O: Objectivity
R: Respect
C: Trust
E: Listening
S: Simplicity
Lexpress.fr
Posted on March 20, 2013.
"Whether your employee has been gone for a long or short time, a return interview will help them get back in the swing of things and "resocialize" within the team. It should be a constructive moment, an "event", and an opportunity to "clear the air." Two rules to follow to avoid a stigmatizing interview:
1/ Always do this re-welcome for everyone upon their return from leave (sick leave, maternity leave, vacation).
2/ Conduct it the same way for everyone in the company, dedicating no more than 15 to 20 minutes. Here are 5 key steps to success.
1- Welcome:
"Hello Zoe, how are you? .... Come, let's have a coffee." Approach your employee simply, then take them to a small office, a neutral place to chat. If possible, choose a round table to create a welcoming proximity.
Ask them how they feel and explain the purpose of the interview. "I wanted to update you on what's been happening in the department, on the ongoing projects, etc." Then explain how much they were missed by the team. "You know, without you, it wasn't the same... We really needed your expertise on file Z, and client Y asked for you ten times!" This is a positive way to point out the consequences of their absence.
Phrase to avoid: "Without you, it was impossible, we struggled so much!" This immediately sounds judgemental!
2- The Facts:
Keep this brief. Simply state the facts neutrally. "You were absent for three days (two months, etc.) from November 20th to 23rd. This is the third time this quarter." Of course, you should have verified that the medical certificate or justification has been sent! If it's a work accident, you should have informed yourself beforehand; this will clarify things. Then, no need for a notebook and pen to take notes.
Phrase to avoid: "Well, you had a few extra days off!" Too dismissive and sarcastic.
3- The Exchange:
This is the heart of the interview. You'll reassure the employee by providing them with a good level of information, while assessing their state of mind and their ability to return to work. Start naturally. Ask them a few questions. If they don't respond, then recount the events that occurred during their absence: reorganizations, product launches, contracts signed, discussions at the last meeting, etc.
If they feel comfortable, they may talk about their personal problems, back pain, their discomfort... Respond. "Do you have any concerns about returning to work?" This is an opportunity to explore the reasons for the absence: an excessive workload, conflicts with a manager or colleagues, a family problem.
Phrase to avoid: "Is there anything you want to tell me, by any chance?" Suspicious and interpretative, trying to extract a hidden reason.
4- Analysis and Action Plan
This is the problem-solving phase, to build together. Faced with lower back pain, offer them the possibility of using taxis for a while, adapting their work to avoid painful postures, adjusting their hours... If it's the 5th absence and the reason is unclear, insist tactfully... "I need to understand so that we can improve working conditions." Perhaps there's a sick child at home and other absences are foreseeable. Anticipating a reorganization becomes possible.
Phrase to avoid: "Because of your absence, we're behind on the project! You need to get on it urgently." Authoritarian, guilt-inducing, stress-inducing.
What the law prohibits
Requiring the employee to work during their absence. The employment contract is suspended. There is therefore no longer a relationship of subordination with the employer. However, you can ask for updates.
Questioning them about their health. This is a violation of privacy according to the law of July 1970 and the Social Security Code.
Asking to see their medical file. It is confidential.
5- The Trust Agreement.
It's time to seal a verbal commitment together. Here are two scenarios:
1/ The absence is justified. You implement the solutions. "I'll send an email to the team to inform them of your new hours..." The employee will comply with the decisions.
2/ There is doubt or clear recurrence (only 5% of absentees are abusing the system), a reprimand is necessary. "I hear what you're saying or what you're not saying! I don't have all the answers to explain your behavior, but from now on I will be vigilant. And if necessary, I won't hesitate to talk to HR!" Be sure that this will be known within the team and will calm things down.
Phrase to avoid: "We're in agreement? I've got my eye on you, at the slightest slip-up it's a reprimand." Excessive, threatening and counterproductive.
The 5 FORCES Method
F: Facts
O: Objectivity
R: Respect
C: Trust
E: Listening
S: Simplicity
Lexpress.fr
Posted on March 20, 2013.
