Kalderon HR

So you’ve got your Sickness and Absence policy in place, your managers are aware of the policy and so are your staff – but there is one manager who just isn’t bothered in following it. You are a small business, and you work like a family – surely it doesn’t matter if you simply wave at staff member returning to work to welcome them back? They are the ones responsible in telling you if there is an issue – aren’t they?

All of these are potential scenario pitfalls that could lead your small (or big) business into a tribunal. It isn’t enough to simply have your policies updated and in-place, they are there to protect you and your staff members, and need to be followed.

A part of your sickness and absence policy should be an employers right to an effective Return to Work meeting. In July 2026, a Cambridge Tribunal awarded £18k to an employee whose Return to Work (RTW) meetings and reasonable adjustments had not been managed and supported appropriately. In January 2025, an HMRC trainee was awarded £155 after their employer failed to make reasonable adjustments for mental health.

Your return to work meeting is one of your obvious opportunities as an employer or manager to ensure that conversations surrounding a positive return to work, phased return or reasonable adjustments are clearly identified. It is so much more than an administrative exercise, and when conducted properly, it will help to ensure an employee can return safely, confidently and productively – whilst simultaneously, enabling the managers and employers to fulfil their duty of care.

Here are 5 key consideration for an effective Return to Work meeting:

1. Confirm their fitness to return. Your first priority is are they genuinely well enough? Are they medically fit? Do you have any concerns that they may be rushing back to work as they are worried about finances or presenteeism? It is your responsibility to review fit notes and consider occupational health recommendations. Take time with your employee to have a supportive conversation about their current health status, identify if there are any areas they feel there are limitations in carrying out their duties – and ensure that the employee is genuinely fit for the role they are returning to. Returning to work should never be based solely on operational need, and you have a responsibility as an employer to be satisfied that they can undertake their role and duties without risking further injury, illness or harm to themselves or others.
2. Identify reasonable adjustment and support. Not everyone can simply return to work at full capacity. Your meeting should cover any temporary or permanent workplace adjustments, consider changes in working hours or modify duties or reduce workloads. Most employees want to get back to their role with their colleagues, and supporting a phased transition back to work will pay off in the long term for you and for them. Do they need any additional equipment, or support? Would a flexible or hybrid working arrangement help? Supportive conversations like these that start early, demonstrate a commitment to employee wellbeing and will significantly improve the likelihood of a successful and sustainable return.
3. Assess your workplace risks. Are there any workplace factors which could affect the employee’s recovery? This could include, physical demands of the role, stress-related factors, working environment and ergonomics, travel requirements or even exposure to hazards that could aggravate the condition. Are they in a supportive environment that is conducive to their wellbeing? If necessary, risk assessment can be reviewed and updated before the employee returns – showing your commitment and due diligence.
4. Phased return. Employers sometimes feel a bit nervous about this phrase – as if it means a long stretch over several weeks on full pay, and the employee only doing two hours a week. Any phased return should be structured and clear – and not unending. Experience has always led me to believe that if it is unending and full duties aren’t reached within a month, then that suggests the person isn’t truly well enough to return. Be clear about expectations – you have information that tells you the health status of your employee, work with them about how you are going to support them back to work. I normally recommend this over 4 weeks, but this depends on your policy and sometimes the role. Phased return may mean gradual increase in workload, reduced hours, temporary assignment of specific tasks and (always) regular review points. I would meet with a staff member weekly to ensure that the level of work was acceptable, details any concerns and clarify any expectations. During the return to work meeting, there should be a clear shared understanding of what success looks like during this transitionary phase.
5. Maintain open communication and record the outcome. Your RTW meeting should encourage honest and supportive dialogue, you should ensure that there is a psychologically safe space where employees can raise concerns or fears about returning, many feel worried especially if they have been off for a longer period of time. Be sensitive and ensure your responses reflect that support. You may need to discuss if there is any ongoing treatment or recovery requirements, and make sure you schedule follow-up reviews. Finally keep confidential records of agreed actions and adjustments – when you document the discussion it demonstrates good practice and provides evidence tax the appropriate support has been considered and implemented.

When we return to work after a debilitating illness or injury, it can impact our confidence in who we are and what we are capable of. Take time with your staff member to get it right, consider how you would want to be treated. Following these vital steps in a well-managed return to work process, will benefit both the employee’s wellbeing and the business’ long-term performance.

If you need support with clear and concise return to work process, or your sickness and absence policy then please feel free to contact me on the website contact button. My aim is to support small business to access affordable HR resources.