Effective communication with (long-term) sick employees: Do's and Don'ts

When an employee is in danger of long-term failure, good communication is crucial. Not only to maintain commitment and trust, but also to promote recovery and reintegration. But what does "good" communication entail? Here are the key do's and don'ts.

Show genuine interest
Regularly ask how someone is really doing, without immediately talking about work. Show that you have an eye for the person behind the employee.

Communicate openly and honestly
Be clear about the process, expectations and possible steps toward reintegration. Transparency prevents unnecessary stress and uncertainty. Employees feel, from you as a manager, exactly where you stand. Be honest about this. Do you think something is wrong? Express this in a respectful manner. The employee will feel this differently in the nonverbal communication, which can evoke resistance. If you are honest about your thoughts and feelings, the sooner the employee will open up.

Work together on achievable goals
Offer help in taking small, realistic steps toward returning to work. Making plans together provides motivation and ownership.

Offer customization
Every situation is unique. Tune the communication and plan of action to the taxability and needs of the employee. Be alert to what possibilities are available based on the medical advice. A Labor & Health Advisor will gladly join the conversation to look at the possibilities, possibly translated from a report of our medical line, both for the employee and for the manager.

Maintain regular contact
Choose an appropriate frequency in consultation with the employee. 'No news' is rarely good news. Staying continuously involved prevents alienation and ensures that the threshold towards work remains low.

Apply pressure
Questions like "When will you be back?" can be counterproductive. They increase pressure and can hinder recovery. Change this question to, for example, "How do you see it now regarding work?" This allows more freedom to fill in, with the employee feeling in control.

Focusing only on work
If communication is only about tasks and the return date, the employee feels reduced to being a production tool. Keep a focus on the person, not just the job.

Assume too much
Don't fill in how someone feels or what they can handle. Ask questions and actively listen to the answer. This is the best way for you, as a supervisor, to find out what the situation looks like and what opportunities are then available within the job.

Irregular or abrupt communication
A sudden long radio silence or an impersonal e-mail can make someone feel like they have "forgotten." Keep communication consistent and personal.

Using a negative tone
Avoid blaming comments or a tone of frustration. This can lead to feelings of guilt and an even greater barrier to return. The frustration may be there from you as a supervisor, but substantiate it in a personal conversation and on what basis this frustration came about. Negative feelings can be experienced by anyone, but it is important to substantiate them and take the employee with you in the train of thought.

What is the key to effective communication regarding absenteeism? Trust, empathy, and collaboration. By combining genuine care with clear agreements, you not only increase the likelihood of a successful return to work but also strengthen the bond between the employee and the organization.

Good communication between an employer and an employee in the absence process is essential. De Arbodienst s Labor & Health Advisor supports both employers and employees in having the right conversation. Would you like to know what our advisors can do for you? Then contact us without obligation.