Return to Work Interview Form

Croner covers the importance of undertaking effective return-to-work procedures to manage the disruption caused by short and long-term absences, including return-to-work interviews and forms. Also covered: how to manage phased return to work after long-term sickness and maternity leave. Croner also supplies an easy-to-use return-to-work template. Go to template now.

Inevitably, your staff will have time off sick. Employers can reduce the disruption absence causes to both sick employees and their colleagues by implementing:

• A simple return-to-work form and interview
• Effective return-to-work procedures

This article will cover the steps managers should take when employees return from short or long periods of absence.

Remember to streamline your return-to-work process by downloading Croner’s return-to-work form template below. If you require support, call 0808 501 6651 for expert 24hr HR advice.

• What is a return-to-work form?
• What is a return-to-work interview?
• Examples of how to use a return-to-work form and interview
• The law around return-to-work
• Phased return to work due to long-term sickness absence
• Phased return to work examples
• Single day absence
• In summary: Return-to-work forms and interviews
• Use Croner’s return-to-work form and interview template
• Go to download

What is ‘long-term absence’? 

According to Gov.uk, an absence is ‘long-term’ when an employee is off work for more than four weeks as a result of:

• Serious injury
• Recovery after a medical procedure
• Maternity leave
• Mental health challenges such stress, anxiety and/or depression

Whatever the case may be, employers should have policies that address absence and the return-to-work process. Among the most effective of these is a return-to-work form and interview, covered below.

What is a return-to-work form?

A return-to-work form is a document that records relevant details when staff return to work after absence. Line managers should fill this form in during the return-to-work interview to establish necessary steps, post-absence.

For sickness-related absences, a return-to-work form should be used to:

• Confirm the reason for the absence and if the employee is fit enough to be back in work
• Keep records of the individual’s health, recovery, and fit notes
• Keep records of any follow up appointments or continued care required. Line managers should always attach any relevant doctor’s assessment(s) to the return-to-work form.
• Document any considerations needed if an employee is still recovering but fit to work. For instance, managers need to document if any medication will affect their performance or ability to drive.
• Document any support that the individual needs to improve their wellbeing and avoid recurring absences.

What is a return-to-work interview?

A return-to-work interview is a one-on-one meeting held with the returning employee and their line manager. During this meeting, managers aim to:

• Check on the employee’s welfare and confirm they are fit to come back to work
• Show the employee that absence is managed and monitored proactively
• Assess if there are any working arrangements that need to be made to assist the employee
• Collect absence data to spot trends and patterns
• Document all findings in a return-to-work form

Remember, line managers should not use a return-to-work interview to place judgement or blame. A proactive approach, highlighting the steps for the employer and their employee to follow, will benefit both parties in the long run.

Let’s explore return-to-work interviews further below.

When should a return-to-work interview be undertaken?

Ideally, line managers should be conducting return-to-work interviews every time there is an absence; they should occur soon after the employee returns to work. In addition, return-to-work interviews shouldn’t take longer than 10-30 minutes.

Return-to-work interview questions

There’s no strict back to work interview template, but there are several important points line managers should cover, including:

• Welcoming the employee back
• Confirming the reason for the absence given when the employee reported that they would not be in
• Updating the employee on any changes to the workplace that they might have missed
• Asking about the employee’s health and reason for absence
• Discussing work-related issues that the employee’s absence may have had an impact on
• Explaining any consequences of the absence
• Discussing measures to prevent future absences (if relevant/applicable)

Remember, filling out a return-to-work form with the employee during the meeting can be an effective way to keep track of the items discussed and capture the employee’s data (and feelings) about their return to work.

Things to be mindful of during a standard return-to-work interview

Firstly, understand that any disclosed medical information is confidential and sensitive, so line managers need to keep any notes in a safe and secure place, whether they are written or digital. If these documents are breached, significant legal and financial penalties can be levied, as well as reputational damage.

Take a look at our BrightHR software solution for more information on how software can be used to manage sensitive employee information safely and securely.

Secondly, managers should always aim to conduct interviews sympathetically. They should never pressure employees into revealing anything that they may be uncomfortable with, as employees are not obligated to reveal details of an existing condition or disability if they don’t want to!

Let’s examine how return-to-work interviews and forms should be used together.

Examples of how to use a return-to-work form and interview

Understand that the one-to-one meeting line managers hold with staff upon their return to work and the return-to-work form go hand in hand. Utilising both in tandem gives managers the opportunity to support an employee's return and minimise the impact of the absence.

Let’s examine two real-life scenarios covering how this works in practice:

Scenario 1

1. An employee has taken sick leave due to a serious respiratory illness and has recently returned to work. While they have recovered somewhat, several underlying symptoms persist.
2. During the return-to-work meeting, a manager discovers that these symptoms manifest as frequent tiredness and fatigue.
3. After discussing the available options and documenting the sickness, the manager decides that the employee will work from home for another week to allow them time to recover properly, and documents this agreed-to change in working arrangements in the form.

Scenario 2

1. During a return-to-work meeting, a line manager realises that an employee’s stomach ulcer flares up due to intense stress; their regular treatment fails during these high-stress periods.
2. By discussing personal issues relating to this condition, the manager offers support, and the employee reveals more information about the condition.
3. The line manager decides, using all the information, that, at times with increased workloads and pressure, the employee will be allowed to take breaks more often to help prevent flare-ups. 
4. This agreement is then documented in the return-to-work form and then followed up in writing to the employee.

Can managers conduct a return-to-work interview after one day of absence?

Technically, yes. At Croner, we highly recommend carrying out return to work interviews, even for a half day’s absence. Remember, the objective of the return-to-work procedure is to:

• Reassure both the line manager and employee that their absence is taken to be genuine
• Ensure that the absence is properly documented
• Highlight any underlying issues upon return
• Document any changes to working arrangements if required

Following the interview, your line managers may need to consider making changes to working arrangements, which makes the return-to-work interview an effective time to discuss these before a written confirmation.

Conducting a return-to-work interview after maternity leave

In the case of maternity leave, a return-to-work interview would have different objectives. Firstly, it would primarily function as a catch-up, ensuring that the employee is aware of any significant changes to the business that took place during their long-term absence.

Next, line managers would need to assess any occupational health risks the new mother might face including, but not limited to, the following:

• Work-related stress
• Exposure to infectious diseases
• Inadequate workstations and bad posture
• Standing or sitting for great lengths of time

Finally, a new mother might want to change or reduce their workload; the return-to-work interview is the ideal time to discuss any requests for more flexible working hours, or part-time working. In the event that any of these requests are made, they would need to be dealt with in line with the employer’s required procedure.

It is good business practice to set an agenda for the meeting prior to having it, as well as informing the employee of it too. This ensures they understand what the meeting will cover and can prepare in advance.

Considerations for returning to work before maternity leave

There are several aspects an employee might need to consider before they return to work after maternity leave, including the right to return to work: an employee’s right to return to the same job as before depends on how much maternity leave, they have taken.

If they will take 26 weeks or less:

The first 26 weeks of maternity leave are called 'ordinary maternity leave' under the law. Employees have the right to return to the same job after ordinary maternity leave.

If they will take more than 26 weeks:

More than 26 weeks maternity leave is called 'additional maternity leave' under the law. If an employee uses additional maternity leave, they still have the right to return to their job on the same terms as before they left but, if it’s not possible due to significant organisational changes or company restructuring, the employee should be offered a similar job when they return.

In this case, pay, benefits, holiday entitlement, seniority, and job location must remain as it was when the employee took their maternity leave.

You can learn more about returning to work after maternity leave by reading the Acas maternity leave and pay guidance.

The law around return-to-work

There are also employment law compliance requirements for organisations navigating return-to-work procedures, including those prescribed by:

• The Equality Act 2010
• The Employment Rights Act 1996
• The Health & Safety at Work Act 1974

*Please note: Changes put forward in The Employment Rights Bill push for employees being entitled to Statutory Sick Pay (SSP) from the first day of absence. However, there is no confirmed date for the roll out of these law changes as yet. For same-day Employment Rights Bill advice, call 0808 501 6650.

The laws listed above dictate the procedure line managers should follow. For urgent assistance in understanding and acting in accordance with these laws, contact one of Croner’s employment law experts for same-day assistance by calling 0808 501 6651.

Phased return to work due to long-term sickness absence

One way to manage an employee returning to work after long-term leave due to illness is to allow a phased return, such as a shorter working day, working fewer days per week, and/or a reduced workload.

Conducting a phased return to work after long-term sickness has several benefits for an employer and their staff; it’s cheaper to support a returning employee than to recruit and train a new one.

Phased returns also help employees feel valued, making them less likely to leave their employers, leading to increased staff loyalty, morale, and retention.

When undertaking phased returns, line managers should:

• Discuss the terms of the phased return with the individual
• Never enforce a phased return-to-work plan without the employee’s consent
• Inform the employee about any updates within the company policy before returning to work after sick leave
• Agree on any reasonable adjustments they intend to make before the employee returns to work
• Schedule a weekly catch-up meeting to check-in and address any issues an employee may be having when they do return

Handling pay during a phased return to work

Sick employees are entitled to Statutory Sick Pay (SSP) if they qualify for it. If you are not sure how to tell if an employee qualifies for SSP, give us a call on 0808 501 6651 today for free assistance.

Upon an employee’s return, an employer’s pay obligations will depend on the arrangement made with the employee in their written or verbal contract. If returning to work, but on reduced hours, the employee should get their normal rate of pay for the hours worked, which is calculated as pro rata pay.

However, if they take on lighter duties, then it is up to the employer and the employee to agree on a rate of pay, preferably in writing, to avoid confusion down the line.

The same applies to a phased return to work after holiday entitlement. No matter how long an employee is off, their statutory holiday entitlement builds up while they’re off sick. If they’re not entitled to sick pay, they can ask to use their paid holiday instead of unpaid sick leave, but only if the employer has agreed to this arrangement.

It’s worth noting that employers can’t force employees to use their annual leave if they’re eligible for sick leave.

Phased return to work examples

Although not a full legal requirement or obligation, it is good business practice, to have a plan to support employees when they return to work. The plan may vary depending on the reason for the employee’s absence.

If an employee’s absence was due to stress or depression, in some cases, returning to work can actually play a vital role on their road to recovery by providing:

• A positive experience and support network
• The opportunity to regain self-confidence
• The stability of a weekly routine

For example, if it is a phased return to work after depression or other mental health challenges, a return-to-work plan should consider triggers within the workplace and take steps to minimise them.

Your line managers can base phased return-to-work plans on the example below:

How long should a phased return to work be?

There is no set duration as to how long a phased return to work period should last, as the process may vary depending on the specific circumstance.

Single day absence

So far, we have looked exclusively at long periods of absence, but what about the short-term, or employees returning to work after one sick day?

As stated earlier, holding a return-to-work interview after a short-term absence is still a good idea. It will show employees that management take staff wellbeing seriously and are tracking each absence.

The Bradford Factor

One of the things to be on the lookout for is whether there are multiple instances of short-term absence. In these cases, there is a way of measuring attendance records for multiple, short-term absences, as well as how this pattern can have a detrimental impact on your business.

The Bradford Score calculates the effect of multiple, short-term absences by squaring the number of absence instances and multiplying it by the total number of days absent.

For example, an employee with three instances of absence of 3, 5, and 2 days would have a Bradford Score of (3 x 3) x 10 = 90. Although there is no standard limit, scores over 200 typically indicate serious concerns. If you track employee absence this way, you can discuss it with an employee before it escalates to a disciplinary issue.

You can easily calculate an employee’s score by using Croner’s Bradford Factor Calculator.

In summary: Return-to-work forms and interviews

At Croner, we have more than 80 years experience handling sickness absence and returns to work. In this time, we have seen line managers fail to either hold a return-to-work interview or fill in a simple return-to-work form. There are understandable reasons behind this.

Firstly, having had an employee off sick, teams might already struggle with the workload. It can feel that diving straight into the daily workflow is the better option. If this is a concern, managers should try to simply undertake a handover process, in addition to filling in a return-to-work form.

Secondly, employees can sometimes be uncomfortable discussing their health at work without anxiety about negative outcomes. This often results from past experiences, where a former manager conducted such interviews in a negative manner. In this case, a return-to-work interview may be ineffective or inappropriate. Using a return-to-work form would then be sufficient on its own.

Thirdly, managers sometimes misunderstand the role of a return-to-work meeting, perceiving it as a mere formality. In this case, it becomes a missed opportunity to demonstrate they care about their staff’s well-being, further support them, and keep accurate records.

In closing, line managers need to avoid the temptation to focus on negatively questioning a worker’s fitness, or their reasons for taking sick leave during return-to-work meetings. If they have a justifiable concern over an employees work performance or their conduct, they can address this more efficiently with an employee improvement plan or disciplinary procedure.

For any HR and Employment Law questions or queries, reach out to one of Croner’s specialists on 0808 501 6651 for free, same-day support.

Use Croner’s return-to-work form and interview template

We have seen employers put a negative spin on both the return-to-work interview, and the return-to-work assessment form. This practice can affect the workplace, as staff feel that taking sick days off will put them in a negative light. 

Similarly, presenteeism turned into a very worrying problem during the Covid pandemic, as employees who felt they had no choice but to show up to work with Covid symptoms put their colleagues at risk. This had a knock-on effect on companies, with extended staff absences that impacted business growth.

At Croner, we highly recommend that line managers make staff feel protected and valued by treating the return-to-work process as the standard post-absence protocol. If staff don’t feel threatened and judged, feeling supported and understood instead, this will lead to a happier, more productive workforce.

In instances where employers have real concerns about an employee’s absence pattern, having systems, such as using our Bradford Factor calculator, to measure the impact of regular, short absences on performance and engagement can give management teams far more control over when and how to address concerns gradually, in a solution-oriented way.

Once absence patterns are recorded in a return-to-work form, line managers can take further steps to improve attendance, raise concerns, give warnings, and decide if disciplinary action is necessary.

Get expert help

Speak to one of our experts for support. Call 0808 501 6651 for any other HR and employment law concerns. Don’t forget to download Croner’s return-to-work form template below!