Collective reintegration policy

    If you rely on a reactive ‘firefighting’ approach to absenteeism as an employer, you will quickly find that the house is burning down. Our country currently has half a million employees on long-term sick leave, and the number is rising all the time. Doing nothing definitely isn’t an option: if you don’t have a plan today for getting such employees back to work, you’ll face capacity shortages, rising costs and demoralisation tomorrow. In order to address long-term sickness systematically, the government requires every organisation to develop a collective reintegration policy.

    What is a collective reintegration policy?

    A collective reintegration policy is a manual that’s ready and waiting before the first sick note. It describes:

    • The policy on , possibly set out for each position
    • Who maintains contact with a colleague who’s off work, when and how often 

    • What options are available for building the employee’s task set back up gradually after their return 

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    A collective reintegration policy defines how your organisation handles employees with long-term illnesses: from risk prevention to monitoring their return to work.

    In other words, such a policy combines absenteeism prevention, wellbeing, ergonomics and safety in a uniform approach. You may not have any employees (as yet) on your payroll who are on long-term sick leave. But if that suddenly changes, you’re well prepared to ensure a smooth return to the workplace.

    Why is a collective reintegration policy so important?

    • A faster, smoother return to work: thanks to a clear step-by-step plan 

    • Equal treatment: all long-term sick employees are treated according to the same procedure 

    • Clear responsibilities: everyone – employee, manager, HR – knows their role 

    • Stronger employer branding: looking after your employees makes you an attractive employer  

    • Legal compliance: you do what’s right, both for your employee and in the eyes of the law 

    ‘Adapted work’: what is it exactly?

    Is your sick employee’s old task set unfeasible (for the moment at least)? If so, adapted work can be a realistic first step. It can take various forms:

    • Work organisation: redistribution of tasks or work procedures 

    • Work content: different tasks, task variation or reduced workload 

    • Terms of employment: adjusted schedules, part-time work, training opportunities etc. 

    • Working conditions: ergonomics, workplace adaptations, tools etc. 

    • Working relations: collaboration with colleagues, internal and external communication and so on. 

    And if it really isn’t possible? Sometimes adapted work simply isn’t feasible for technical or organisational reasons. For example, if you’re a transport company it’s not easy for you to give a driver a different job. In such circumstances, you must clearly explain your decision in a report for the inspectorate.

    You are required to evaluate your reintegration policy every year with your occupational health and safety committee (OHSC). In preparation, you must submit two documents: a report with aggregated and anonymised information from your reintegration plans and reports to the inspectorate, and a quantitative and qualitative report by the occupational physician. Together, you can then decide whether and where any adjustments are needed.

    Adapted work: tips

    • Get started in good time. Don’t leave it until the day the employee has returned to think about adaptations. Consult beforehand with the occupational physician, managers or colleagues about what’s possible within your organisation. Even training courses can open doors to new or adapted work. 

    • Focus on what’s possible. What can your employee still do? Can they still be put to work usefully within the organisation? And what tasks will this involve? 

    • Have clear agreements in place. Adapted work mustn’t lead to resentment within your team. Clear communication and agreements will help prevent this. 

    • What about salary or position? If your employee temporarily returns to a different or lower position, the existing pay conditions will continue to apply unless you agree otherwise together. If you do reach such an agreement, you should record the new conditions in an annex to the contract. 

    Read more below the offer

    Understanding and engagement will help a good collective reintegration policy to gain traction. On our training programs, your managers and employees will learn more about self-care and the importance of a healthy workplace.

    Drawing up a collective reintegration policy: getting started

    All well and good, but… How do you get started with a collective reintegration policy? What measures will really make a difference in your organisation? And how do you convince senior management?

    Everything starts with a good plan. Analyse your organisation’s current situation, gather input and use your findings to draw up a clear policy.

    ‘But where do I start?’ Here:

    1. First, watch our comprehensive webinar (in Dutch)

    2. Take inspiration from this checklist (in Dutch)

    3. Download our free, fill-in template with a step-by-step plan below

    Need help? Be sure to let us know. A Mensura expert will be happy to help you identify your current situation and , or even your entire policy, to suit your company’s requirements.

    Mensura can help

    A lot goes into setting up a reintegration policy: time, in-depth expertise, legal knowledge and specific adaptations for your organisation. Let us take the hard work off your hands. Identifying your workstations, analysing absenteeism figures, coaching your managers, supporting individual reintegration programs, fine-tuning your policy… Together, we’ll ensure that a long absence isn’t the end of the road.