Absence & Return to Work
Long-Term Absence Follow-Up
A long-term absence follow-up is a periodic conversation with an employee who has been away from work for weeks or months. Its aim is to keep a respectful link, share what the person wants to hear about work, and prepare a return when the time comes, at their own pace and with the guidance of the professionals involved. It is never a pressure to return. Here are the questions to use, with the focus on contact, practicalities and support, not on health.
16 questions
When to use this template
- At regular intervals agreed with the employee during the absence, for example by phone or video, in the way they prefer.
- When a return date or a gradual return is being considered and practical arrangements need to be prepared.
- Just before and shortly after the return, to adjust the plan to how it is actually going.
- Whenever the rules that apply in your country, or your internal policy, call for contact or a meeting during a long absence; check what they require.
Questions to ask
Opening the conversation
- 01Is this a good moment for you to talk, and how would you prefer us to stay in touch?
- 02How often would you like to hear from me or from the team, if at all?
- 03Is there anything you would like to ask me before we start?
Staying connected to work
- 04Would you like to hear about what is happening in the team, or would you rather not for now?
- 05Is there anyone at work you would like to keep in touch with?
- 06Is there anything about your work, such as files, access or pending matters, that is worrying you?
Practical matters
- 07Do you have all the information you need about pay, benefits and administrative steps?
- 08Is there someone you can contact easily if you have a question?
- 09Is anything missing from our side that would make things easier for you?
Preparing for a possible return
- 10When you think about coming back, what would help you feel ready?
- 11Which tasks would you like to take up first, and which would you leave for later?
- 12Would a phased return, a different schedule or a changed set of tasks be useful?
- 13What would you want the team to know, or not know, when you come back?
Support and next steps
- 14What support from the company would make the biggest difference for you right now?
- 15Is there anyone else, such as HR or occupational health, you would like involved in planning?
- 16When shall we speak again, and how?
Tips for a useful conversation
- Let the employee choose the channel, the frequency and the topics; say clearly that they can decline any question.
- Make it clear that the aim is to support, and that nothing in the conversation is a request to come back sooner.
- Involve HR and, where it exists, occupational health early, and let them handle everything medical.
- Keep a short note of what was agreed and when you will speak again, and respect that rhythm.
- Plan the return in steps, with a review date, rather than with a single start date.
Mistakes to avoid
- Asking about the diagnosis, treatment or prognosis. Medical information belongs to the employee and the professionals who care for them, not to the manager.
- Contacting the person too often, or only when work needs something from them.
- Letting the link break entirely, so that the return feels like starting at a new employer.
- Planning a return without involving the employee, or with a date that nobody has checked with them.
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