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💡This template is offered as an example only. Any company philosophies or policies should be reviewed by legal counsel and approved by the executive team.
Around 25% of workers will experience a short term leave from work due to a disability. This guide is intended to help folks on leave and their managers align on performance expectations before and after leave.
First and foremost, treat any conversations around up to date performance with care; there is a very real chance that a reason for leave has had an impact on performance. When approaching this conversation, do so with empathy and in service to alignment.
🦉 Helpful Resource: Spoon Theory by Christine Miserandino
Those going out on leave and their manager should plan to have a performance focused off ramp chat, ideally one week before their exit date. Capture highlights of the conversation in a collaborative doc that you both can reference upon reentry, rather than relying on memories!
💡Tip: Use internal leveling guides to identify and cite appropriate examples
But, what if…
Celebrating Accomplishments Celebrations are always a great addition to a send off and [COMPANY] philosophy is to ensure each person going on leave is recognized for their contributions. Question: to reflect on, or to kick start the conversation include:
Forward Looking Growth & Support [COMPANY] wants to ensure we develop a re-entry plan to support each individual’s unique needs. Again, recognizing current circumstances may have had impact to growth and support, focus this conversation on desired skill development or anticipated support needs upon return.
[Optional] Peer Feedback To support a culture of feedback, employees and their manager may consider soliciting peer feedback to aid the conversation. Given this is not a formal performance review, just an alignment conversation, any peer feedback should be optional and minimal effort. Example questions:
Align on Exit and Re-Entry plans Use part of this conversation to review all current in flight initiatives, the status, any ownership changes, and the anticipated plan upon return.
💡Tip: Capture each project in an document for easy updates and review upon return.
To be clear, when an someone is on leave there is no expectation to engage or communicate with work; if an employee is receiving STD payments because they are currently disabled from work, any activity could be viewed as fraud by the insurance companies, so let’s just not.
🤫 Exception: Exciting personal news, like baby photos or progress updates, are welcome!
[Optional] In Office Visits We hope [COMPANY] is the last thing on your priority list while away, however we also recognize there may be a reasonable desire to come see folks. If you’d like to plan a visit while on leave, please work with your HR partner. Bonus: We’ll add an extra day to your leave to compensate for the visit.
The support, planning and preparation of managers make our program shine. Taking the time to document and update the status of initiatives, do some calendar hygiene, and schedule a welcoming back event helps employee feel welcomed and well supported upon their return.
💡Tip: Don’t know where to start? Grab some ideas from this Onboarding Plan!
2 weeks before return Take this time to review the documentation you created on this person’s performance. As you begin to think about welcoming this person back, consider projects that align with their strengths, enabling a quick ramp. Begin crafting a Return to Work plan that includes:
Week before return It’s nice when you’re greeted at the party! Take the stress off of calendar management by scheduling key 1:1 or team meetings and an optional welcome back event.