Security, clarity, and predictability are key principles for a successful return to work during sick leave due to stress and exhaustion. Creativity and flexibility are also valuable for finding the right balance and adapting work to match energy levels during rehabilitation.
Burnout and stress-related sick leaves are increasing at a fast pace. Returning to work after such a leave is a challenge for both the employee and the employer. Good planning, attentiveness, and a clear rehabilitation plan increase the chances of a successful return to work.
"Burnout involves cognitive symptoms and is characterized by fatigue. You become very, very tired and cannot be 'mentally active' for extended periods. It differs quite a lot from other illnesses and affects the entire approach to rehabilitation," says Sofia Skogsliden, psychologist at Falck in Trelleborg.
Burnout differs from other illnesses and affects the entire approach to rehabilitation.
Plan and coordinate rehabilitation
Experiencing burnout can be very frightening for those affected, especially since it often involves high-performing and ambitious employees who "hit the wall."
"When work capacity disappears, fear can easily arise. People wonder: 'How long will this last?' or, 'Is this how it's going to be now?' It often concerns individuals who have had a high work capacity. Returning to work doesn't have to be overly complicated, but the situation needs to be carefully thought through, and one must be attentive," says Paul Malmheden, occupational health physician at Falck in Lund.
Returning to work after a prolonged sick leave due to burnout is a delicate balance—it involves resisting the temptation to be either too aggressive or too cautious. Effective rehabilitation coordination facilitates the process.
"You need to review both the content and scope of work tasks and start with concrete tasks that have minimal time pressure and responsibility, gradually increasing them step by step," says Paul Malmheden.
Start with concrete tasks that have minimal time pressure and responsibility, gradually increasing them step by step.
Be vigilant about residual stress symptoms
Clarity and predictability are important, as is ensuring that the manager keeps track of the employee and can adjust tasks as the employee regains energy.
"Often, the employee returns in small steps, perhaps starting to work at 25% and then gradually increasing. It's very important to create a sense of security during the rehabilitation process, and here, present leadership is a key success factor. The employee needs to maintain a dialogue with their manager and check in to reduce the risk of a setback later on," says Sofia Skogsliden.
It is also evident that employees who have experienced burnout often live with its effects for a long time and carry an increased vulnerability to experiencing it again.
"During, for example, reorganizations or highly intense periods, it can be beneficial to be extra vigilant, as many continue to live with residual symptoms for a long time even after returning to work," says Sofia Skogsliden.
Returning to work after burnout or stress-related illness
1. Allow time for rest Sick leave due to stress is often prolonged—it can last a year or more. During the first few months, the employee needs to rest. Contact with the employer may increase stress levels, so maintain contact, but keep it social and supportive. A simple "We're thinking of you" can suffice.
2. Ease into the process A few weeks before returning to work, it can be helpful to schedule social workplace visits where the employee comes in to meet the manager, have coffee with colleagues, and spend time at the workplace without any demands. This can make the transition back to work less dramatic.
3. Clarify the role Create a clear job description for the position based on 100%. What tasks and responsibilities are included? Break down the role and start with very concrete tasks, gradually adding more advanced responsibilities.
4. Encourage shared responsibility Involve the employee's thoughts and reflections on their recovery process. Develop a rehabilitation plan with specific tasks and goals. Maintain clear communication and set regular meeting times to check in.
5. Be predictable Uncertainty and improvisation negatively impact the rehabilitation process. The more predictable, the better. Avoid anything vague or unclear.
6. Build trust and security Employees who trust their manager and employer exhibit less stress. Build trust by being accessible, flexible, and attentive.
7. Gradually increase workload Progress step by step from 25 percent to 50 percent, 75 percent, and eventually 100 percent. Gradually adjust both working hours and tasks. Stress is individual, so present leadership and close communication are essential.
8. Be vigilant about setbacks A person who has experienced burnout carries a sensitivity to stress. The risk of setbacks can be reduced through dialogue and adjustments, but stay alert to signs that things may becoming overwhelming, especially during reorganizations or peak work periods.
