How can managers and employees jointly contribute to improving the working climate? And minimize motivational absenteeism? If led constructively, staff appraisals can help prevent relapses, absenteeism, and dismissals due to illness. Our experts can help your managers improve their personal conversation style and prepare them for the patient’s return talk. We can help you development conversation guidelines and can practice with hands-on methods – using case discussions and role-play.
With TÜV Rheinland as a partner for return talks after leave of illness:
Part 1: Managers’ Concerns
Part 2: Perception, Communication, and Interaction
Part 3: The Current Situation
In the third part we discuss concrete situations at the workplace – aspects of organizational psychology as well as difficult situations in everyday management. The focus is on developing general strategies for your managers. Should personal difficulties crop up in this context, the following aftercare module can clarify these later on in a direct conversation with our staff on the telephone.
Part 4: The Aftercare Module
Within the first three months after the action, our integration team calls all participants of the workshop within a period of four weeks:
Measures for corporate integration management should always include integration support for repeat or long-term sufferers of illness. In conversations, employees are informed about what has happened during their absence, giving them the feeling that their presence is desired.
Corporate integration management should be embedded in a culture of dialog, which shouldn’t just begin when a worker is unable to work for more than six weeks in a row, or repeatedly. Integration management is only credible and successful in a company when it is based on health-conscious human resource management. Which also has to include a healthy culture of discussion.
Social security code (Sozialgesetzbuch, § 84 Paragraphs 1 and 2, SGB IX)