Life can be unpredictable. Serious illness, accidents, maternity leave, caregiving responsibilities, or a mental health crisis can take employees away from work for an extended period. When they return, the experience can be daunting, not just for the employees but for the employers and colleagues as well. This is a very unplanned reality that we often choose not to think about, but if you are currently in this situation – either as an impacted employee, a caregiver, a manager, an HR professional, or an employer, this article may be for you.

The Employee Perspective: The Challenges of Returning to or Maintaining Work

Employees returning after long absences or trying to maintain work often feel isolated, overwhelmed, and misunderstood. Many face workplaces unprepared for their return - IT access issues, unchanged workloads, or, career stagnation. In some cases, some may face demotions or dismissal without warning, adding to their stress.

Beyond logistical challenges, a return to work and reintegration process carries an emotional toll. After months or even years away, many employees feel penalized twice: first for needing time off to take care of themselves or their loved ones and again upon return when they sense stigmatization or exclusion. They often return with additional emotional strain and the need for flexibility. A supportive transition process helps rebuild self-confidence, a sense of belonging, and engagement.

The Employer Perspective: The Challenges of Reintegrating an Employee After Long Absence

Employers represented by HR teams or managers often struggle with reintegration steps due to a lack of clear guidelines, tools, or resources. They face similar doubts as the impacted employees.

Without proper training comes a common misconception about reintegration support:

• The first day of “welcoming breakfasts or celebrations” - although it is a nice intention - such an event can have the opposite effect and can backfire when the employee simply isn't ready to be in front of a group.

• Assuming motivation is the only obstacle when in reality, it is rather a matter of capacity and ability of the employee upon return and in the long run.

• Expecting employees to resume full workloads immediately and without any adjustments which can lead to burnout or further absences. This lack of adjustment can create a vicious cycle.

Unfortunately, a return or maintenance to work of an employee cannot be worked as a standard procedure. A one-size-fits-all approach does not work. Each reintegration is unique because it will depend on each individual needs and abilities. Employers must be flexible, allowing gradual work adjustments and open communication.

Employees and employers all need to be supported for this return to be effective.

Create A Collaborative Approach: The Role of HR, Manager, and Employee

Successful reintegration isn’t just the employee’s responsibility. It’s a holistic and collaborative approach that involves the employee, relevant managers, colleagues, and HR team, but could also involve on a larger scale, the occupational practitioners or even external support. It requires leadership support and sometimes a company's cultural shifts with a transparent strategy to contribute to a more inclusive workplace.

→Ensure Clear communication, and restore trust through collaboration between all the parties within the first weeks or before the return

Successful employee reintegration starts with preparation and regular check-ins between the employee, HR, and management. Very often, managers or even HR are not equipped to lead those types of conversations because of confidential and sensitive matters. This is why working with external support may facilitate more fluid communication. The preparation requires careful, tailored planning, and individual case management.

→Allow flexible work arrangements: The preparation may require covering the plan for reduced working hours, and discussing abilities, capacities, or difficulties towards the return to work. Being opened to flexible work arrangements such as remote work options, flexible hours, gradual workload, or phased returns can make a difference.

→Set up transparent and available reintegration support policies

Companies are encouraged to create transparent policies that guide all of the parties in each step of the reintegration but also ensure compliance within the legal framework. In addition, Transparency reinforces the level of trust and engagement, a company may have towards its employees.

Supporting the return to work after a long absence is not about special treatment but rather about acknowledging there are individual and collective needs for all parties, to be able to succeed effectively and sustainably.

Planning for long-term absences as Part of the workforce strategy

In 2019, a medical study showed that 1 out of 4 active people in the EU were already suffering from one or multiple chronic illnesses*. Today, in 2025, these numbers are even higher, post covid period and despite the number of health prevention or wellbeing programs. It is difficult to ignore that long-term absences won’t happen. Additionally, with aging populations and increased caregiving responsibilities, more employees will need time off to support family members as well. Forward-thinking companies should incorporate reintegration into their employee lifecycle strategy. Investing in comprehensive reintegration policies not only improves retention but also enhances employer branding, as candidates increasingly assess how organizations support their workforce.

This is an opportunity to make a difference by creating social innovations and committing to larger social responsibility engagement as well.

Changing the Conversation Around Chronic Illness* and Caregiving

No one really wants to be on long-term absence, due to health issues!

While some health conditions, like cancer or mental health, receive more open discussion nowadays, others like—heart disease, stroke, or diabetes struggles—still carry stigma. Similarly, caregiving responsibilities are often overlooked, despite their significant impact on employees' well-being and productivity. The truth is, that health crises can happen to anyone, and companies are encouraged to acknowledge this reality. A truly inclusive workplace ensures that all employees, regardless of health challenges or caregiving duties, feel supported. This goes beyond sustainable insurance benefits, which are also very important; it’s about fostering a culture where employees can seek support and feel safe to share their challenges without fear of being sidelined.

*Chronic Illnesses cover: Mental health, Cardiovascular diseases, Stroke, Multiple Sclerosis, Cancers

Building Workplaces That Care

Ultimately, supporting a reintegration isn’t just about practical steps—it’s about building or rebuilding workplaces where employees are valued as individuals with unique needs, challenges, and strengths. It’s about understanding that work and personal life are not separate entities, but interconnected parts. Sometimes, being at work may be part of the recovery process for someone….

Work2Care specializes in helping companies manoeuvre this process, creating sustainable return-to-work support that benefits both employees and employers.

If this article resonates and you feel that your company may need to be supported or guided, you can reach out to Work2Care. Work2care is a Social Impact Company*, meaning that we are dedicated to having a meaningful impact with our mission.

Get our full details here.

• A Social Impact Company is a private company with a ministerial authorization that contributes to creating a positive change for society. It integrates social, ethical, and sustainable practices into its core operations.

*“Deutsch Sozialversicherung Europavertretung- 2019“