Appendix 4.F – Return to Work Planning:

Adapted and translated from : http://publications.msss.gouv.qc.ca/msss/fichiers/2017/17-529-01W.pdf

Table F.1 ─ Elements to consider before, during, and after the meeting between the worker and his or her supervisor, in preparation for the RTW

	Worker	Supervisor (or other person designated by the worker)
At the announcement of the return	Prepare for a meeting with your supervisor by writing down your questions, concerns, apprehensions and expectations regarding your supervisor, your team and your work. Initiate a reflection on the obstacles and levers encountered following the reintegration into the workplace. Reflect on the solutions that could be put in place to overcome these obstacles and activate these levers.	Depending on the agreement reached with the absence management department, propose a meeting to the worker to plan his or her return and explain the objectives of the meeting. Ask the worker if the presence of his union representative is desired.
During the meeting	Show openness to discuss work-related factors that are perceived as levers or obstacles to reintegration into the workplace. Talk to your supervisor and the work attendance management department about your concerns and apprehensions, both in terms of interpersonal relationships and the ability to perform the work itself (physical constraints, equipment, workload, etc.). Collaborate in the search for solutions to potential obstacles that may arise during reintegration into the workplace. Be creative in the means sought and remain optimistic about the possibility of regaining well-being at work. Collaborate in the implementation of a work reintegration plan.	Address, but not limited to, the following topics: Events and changes that have taken place during the worker’s absence. The needs, concerns, apprehensions and expectations of the worker and his/her supervisor, both in relation to the task and to co-workers The worker’s current functional abilities as assessed by the treating physician and the consequences they have on the performance of his/her duties. The terms of the reintegration into the workplace (gradual return, adaptation of the workload, allocation of responsibilities, etc.). Modifications to be made to the work environment, if applicable. Indicators of successful reintegration into the workplace. Training or update needs Jointly develop a work reintegration plan that addresses the elements discussed for a successful and mutually satisfactory reintegration. Whenever possible, the work reintegration plan should include job accommodation and meaningful tasks for the worker to help him or her more quickly rebuild a sense of self-efficacy and meaning in the work. Ask the worker how they would like to be greeted by their co-workers and agree on the information that will be shared with them Ask the worker to summarize what he/she has understood and if he/she wishes to add anything.
After the meeting (or in the absence of a meeting)	Prepare to return to work (e.g., resume activities of daily living, ensure family planning, etc.). Think about what to disclose to colleagues about the absence to avoid being caught off guard. Think about personal strategies for dealing with anxiety-provoking elements in order to reduce apprehension about them and regain one’s power to act	Inform co-workers of the planned return to work date and be alert to any behavior that is resistant to reinstatement. If necessary, take the time to listen to their feelings and discomfort. If necessary, meet individually with the people concerned and, if necessary, seek the support of HR resource people to take charge of the situation. Make colleagues aware that the terms of the worker’s reintegration may be modified along the way, depending on the worker’s condition. It is important to remember that certain workplace accommodations can be perceived as privileges and create a feeling of inequity. Make sure you are available to welcome the worker upon arrival. In the event of force majeure, designate someone to welcome the worker and make this person aware of the elements agreed upon in the work reintegration plan. Clarify expectations of co-workers in accordance with the worker’s wishes. Make co-workers aware of the reality of returning workers (potential vulnerability, stress, etc.) and remind them of their role in the reintegration. Their understanding of the situation will affect the support they give the worker. If necessary, designate a colleague to support the worker during the days following his or her return to work. Schedule post-reintegration follow-up meetings with the worker. Ensure that the worker’s work environment is adequate (computer access, telephone, etc.) and that the adjustments discussed at the RTW planning meeting have been made.

Worker

Supervisor (or other person designated by the worker)

At the announcement of the return

Prepare for a meeting with your supervisor by writing down your questions, concerns, apprehensions and expectations regarding your supervisor, your team and your work.
Initiate a reflection on the obstacles and levers encountered following the reintegration into the workplace. Reflect on the solutions that could be put in place to overcome these obstacles and activate these levers.

Depending on the agreement reached with the absence management department, propose a meeting to the worker to plan his or her return and explain the objectives of the meeting.
Ask the worker if the presence of his union representative is desired.

During the meeting

Show openness to discuss work-related factors that are perceived as levers or obstacles to reintegration into the workplace.
Talk to your supervisor and the work attendance management department about your concerns and apprehensions, both in terms of interpersonal relationships and the ability to perform the work itself (physical constraints, equipment, workload, etc.).
Collaborate in the search for solutions to potential obstacles that may arise during reintegration into the workplace.
Be creative in the means sought and remain optimistic about the possibility of regaining well-being at work.
Collaborate in the implementation of a work reintegration plan.

Address, but not limited to, the following topics:

Events and changes that have taken place during the worker’s absence.
The needs, concerns, apprehensions and expectations of the worker and his/her supervisor, both in relation to the task and to co-workers
The worker’s current functional abilities as assessed by the treating physician and the consequences they have on the performance of his/her duties.
The terms of the reintegration into the workplace (gradual return, adaptation of the workload, allocation of responsibilities, etc.).
Modifications to be made to the work environment, if applicable.
Indicators of successful reintegration into the workplace.
Training or update needs
Jointly develop a work reintegration plan that addresses the elements discussed for a successful and mutually satisfactory reintegration. Whenever possible, the work reintegration plan should include job accommodation and meaningful tasks for the worker to help him or her more quickly rebuild a sense of self-efficacy and meaning in the work.

Ask the worker how they would like to be greeted by their co-workers and agree on the information that will be shared with them
Ask the worker to summarize what he/she has understood and if he/she wishes to add anything.

After the meeting (or in the absence of a meeting)

Prepare to return to work (e.g., resume activities of daily living, ensure family planning, etc.).
Think about what to disclose to colleagues about the absence to avoid being caught off guard.
Think about personal strategies for dealing with anxiety-provoking elements in order to reduce apprehension about them and regain one’s power to act

Inform co-workers of the planned return to work date and be alert to any behavior that is resistant to reinstatement. If necessary, take the time to listen to their feelings and discomfort. If necessary, meet individually with the people concerned and, if necessary, seek the support of HR resource people to take charge of the situation.
Make colleagues aware that the terms of the worker’s reintegration may be modified along the way, depending on the worker’s condition. It is important to remember that certain workplace accommodations can be perceived as privileges and create a feeling of inequity.
Make sure you are available to welcome the worker upon arrival. In the event of force majeure, designate someone to welcome the worker and make this person aware of the elements agreed upon in the work reintegration plan.
Clarify expectations of co-workers in accordance with the worker’s wishes.
Make co-workers aware of the reality of returning workers (potential vulnerability, stress, etc.) and remind them of their role in the reintegration. Their understanding of the situation will affect the support they give the worker.
If necessary, designate a colleague to support the worker during the days following his or her return to work.
Schedule post-reintegration follow-up meetings with the worker.
Ensure that the worker’s work environment is adequate (computer access, telephone, etc.) and that the adjustments discussed at the RTW planning meeting have been made.