Different or adapted work: what can you do as an employer?
Even if an employee is unable to get back to ‘the agreed work’ after a long-term illness, the occupational physician will sometimes decide that ‘different or adapted work’ is feasible. But what does this involve? And how do you get started?
Adjustments at different levels
‘Different or adapted work’ means that the returning employee’s job changes temporarily or permanently in at least one of the following respects:
the way the work is organised
e.g. work procedures and task allocation;job content
e.g. your employee’s tasks, task variation and workload;employment conditionstype of work schedule (e.g. progressive employment or part-time work),training opportunities and evaluation procedures;
working conditionse.g. the working environment, work equipment and work posture;
working relations
collaboration with colleagues, internal and external communication and so on.
Some possible adjustments in the context of different or adapted work:
Medical cause of long-term illness | Organisational changes | Physical changes |
Serious illness (cancer, MS, etc.) | - Adapted tasks | - Parking near the entrance |
Bullying in the workplace | - Code of conduct | / |
Stress or burnout | - Gradual return | / |
Obviously, there are no one-size-fits-all solutions: every diagnosis or work situation is different. To come up with meaningful adjustments, it’s best to talk to the occupational physician.
Points to consider for adapted or different work
Consider well in advance what changes are feasible for the organisation.
Start the thinking and organisational process well before your employee returns. Adapted or different work often requires some creative thinking. Don’t be too quick to assume something is impossible: explore with the occupational physician or colleagues what actually is feasible within the organisation. For example, training can play a vital role in creating opportunities for different or adapted work.Start by focusing on what the returning employee is still able to do and what their specific needs are.
Thinking in terms of possibilities rather than limitations is much more likely to lead to solutions. Some adjustments may put pressure on a department, colleagues or productivity, so good agreements and clear communication are essential. If the adjustments turn out to be permanent, you should consider whether a new stable situation can be achieved for all the colleagues involved.Do the employment conditions need to be adjusted?
Be aware that the employment contract remains valid after the employee’s return. If your employee returns to a lower position during the reintegration process, the existing salary conditions will apply to that period. You can, however, negotiate new contractual terms with the employee (work volume, work schedule, salary, etc.) and add them as an annex to the contract.
What if alternative or adapted work isn’t possible?
If a reintegration process can’t be carried out either because it’s technically or objectively impossible or because it can’t be expected for valid reasons, you don’t need to take any action. For example, it’s not easy for a transport company to offer a driver a different position or a gradual return to work, or to adjust employment conditions.
You must explain your reasons for not pursuing reintegration in a report for the supervisory officials.
Is your organisation already working on reintegration?
Mensura provides practical and policy guidance relating to the reintegration of employees who have been on long-term sick leave. We can help you work out your policy, develop specific reintegration programs and prevent fade-out by maintaining contact.