Navigating Medical Leave: A Human-Centered Approach to Supporting Employees

Supporting an employee through medical leave involves much more than adhering to formal company policies or ensuring compliance with insurance procedures.

It requires a thoughtful, empathetic approach that considers the individual’s mental and emotional needs, especially when the leave is related to mental health challenges. Based on my own experience, I know firsthand how isolating and overwhelming the process can be when handled poorly. This article emphasizes the importance of co-creating a plan that provides ongoing support, open communication, and a pathway for a smooth return to work.

Why This Matters

When I went on medical leave, I felt completely disconnected from my workplace.

It was during COVID-19 and I went from being surrounded by people virtually to having no one reach out. It felt like I vanished overnight, and as time passed, that isolation grew. The longer I was away, the more difficult it became to imagine returning. The experience left me understanding how critical it is for leaders to stay connected and ensure their employees feel supported during their leave.

However, what made my situation even more difficult was the mental health aspect of my leave. Unlike physical health leave, which often garners sympathy and understanding, mental health leave is fraught with stigma. Many people—myself included—feel embarrassed about needing to take time off for mental health reasons. We feel like we’ve “failed” or “couldn’t cut it.” During my first month of leave, despite my training and knowledge in mental health, I quickly understood why many people in similar situations are at risk for suicide. The barriers and lack of support I encountered made the process more complicated with each passing day, leading to feelings of hopelessness.

This is why I believe it’s important for leaders to co-create a plan with their employees that ensures communication, support, and understanding from the start. Without this, the isolation and complexity of navigating leave can be overwhelming, and in some cases, even life-threatening.

Sending an Employee on Medical Leave: A Collaborative Approach

When an employee needs to go on medical leave, particularly for mental health reasons, the first step is to engage in a conversation that respects their privacy and empowers them to share what they feel comfortable with. This conversation is crucial for preventing feelings of isolation and shame.

Understanding the Reason Behind the Leave

Mental health leave often comes with added layers of stigma, and employees may feel ashamed or embarrassed about their situation. As a leader, it’s essential to ask the employee how they would like their leave to be communicated, if at all. This can help reduce workplace gossip and foster an environment of support.

• Ask, don’t assume: Start by asking the employee how they would prefer their leave to be communicated to the team. Some may want transparency, while others may want to keep things confidential. For example, say, “How would you like us to communicate your leave to the team? Would you prefer transparency or privacy?”
• Preventing gossip: Sudden, unexplained absences can lead to speculation among colleagues. Co-create a plan that addresses how the team will be informed, based on the employee’s comfort level. You could discuss whether a simple message to the team might be appropriate to avoid rumours, such as “They’re taking time off for personal reasons, and we ask that everyone respects their privacy.”

By involving the employee in these decisions, you help them maintain control over their situation, which can alleviate some of the stress and anxiety surrounding their leave.

Co-Creating a Leave Plan

Once you’ve discussed communication preferences, work together to design a leave plan that meets the employee’s needs:

• Preferred communication style: Ask the employee how they want to stay in touch, if at all. Do they want regular updates? Occasional check-ins? Or would they prefer no contact during their leave?
• Establishing boundaries: Respect the employee’s boundaries for communication. Are they open to receiving work updates, or do they need time to focus on recovery without hearing about work?
• Team communication: Plan how to handle communication with the team, ensuring that it aligns with the employee’s wishes for privacy or transparency.

Staying Connected During Medical Leave

Maintaining connection with an employee on leave—particularly for mental health reasons—requires a delicate balance of support and respect for their boundaries. The isolation many employees feel during leave, coupled with the stigma around mental health, can make this a particularly vulnerable time. In my own experience, the lack of communication left me feeling forgotten and overwhelmed.

Human-Centered Check-ins

Staying connected during leave should always be guided by the employee’s preferences, which can be discussed during the initial co-creation process. Here’s how to do it without overwhelming the employee:

• Regular check-ins (if requested): Ask the employee if they would like periodic check-ins and how often. Some employees may appreciate regular outreach, while others may prefer to be left alone. Ask, “Would you like me to check in periodically, or would you prefer no contact unless you initiate it?”
• Updates based on their preference: Some employees may want to stay informed about key events at work, while others will want a complete disconnection. Discuss their preference and respect it. Say, “Would you like me to keep you updated on major developments, or would you rather disconnect until you’re ready to return?”
• Personal connection with colleagues: Ask the employee whether they would appreciate personal messages from coworkers. These can be simple gestures of support but should always be based on the employee’s wishes. Ask, “Would you appreciate messages from the team, or would you prefer not to hear from anyone during your leave?”

By personalizing your approach and checking in based on the employee’s preferences, you help them feel valued and connected without adding pressure or anxiety.

What to Do When an Employee Abruptly Goes on Leave

In some cases, an employee may go on leave suddenly, without providing much detail. This can leave leaders in a difficult position, unsure of how to proceed. The best approach in this situation is to reach out to the employee with care, initiate a conversation, and focus on co-creating a plan for their leave and eventual return.

Initiating the Conversation

When an employee suddenly goes on leave, it’s important to reach out with the right tone—expressing support and concern while respecting their privacy. Here’s how:

• Reach out sensitively: Send a message that expresses care and offers to collaborate on a plan that meets their needs. For example, say, “I understand you’ve needed to take leave, and I want to make sure you feel supported during this time. Would you be open to discussing how we can best help you while you’re away?”
• Outline the intention of your outreach: Make it clear that your purpose is to support them, not to pry into personal details. Avoid pressing for information they’re not ready to share. Say, “This conversation is not about the details of your leave, but rather about ensuring that your transition is as smooth as possible, both now and when you return.”
• Emphasize confidentiality: Reassure the employee that any information they provide will be kept confidential and that you are there to respect their boundaries. Say, “I want you to know that anything you share will remain confidential, and my goal is simply to make sure we’re providing the support you need.”

Starting this conversation ensures that both you and the employee are on the same page about their leave, without making assumptions that could create further anxiety.

Supporting the Transition Back to Work

A well-handled leave, paired with consistent communication, makes the transition back to work much smoother. For mental health-related leave in particular, returning to work can be daunting, so this process must be carefully co-created with the employee.

Co-Creating the Return-to-Work Plan

When the employee is ready to return, the same principles of co-creation apply. Talk with the employee about how they would like to reintegrate into the workplace:

• Pacing the return: While a phased return may be suggested, make sure that you address their comfort with the pace. They may need more flexibility than initially expected.
• Social reintegration: Returning to work isn’t just about tasks—it’s about reconnecting with the team. Ask the employee how they’d like to handle this, whether it’s informal check-ins or team meetings. Ask, “How would you like to reconnect with the team? Would you like a small welcome, or would you prefer to ease in gradually?”
• Ongoing support: Make sure the employee knows that ongoing support is available and that they can adjust the return plan if needed. Reassure them by saying, “If at any point you feel you need to adjust your workload or take a step back, please don’t hesitate to let me know. We’re here to support you however you need.”

Leadership with Empathy

Supporting an employee through medical leave goes beyond compliance—it requires listening, co-creating, and showing genuine empathy.

Leaders provide essential support during challenging times by maintaining consistent communication, co-creating a personalized leave and return plan, and respecting boundaries. Without this, employees may feel isolated and vulnerable.

Leadership isn’t just managing tasks—it’s about caring for people. Approaching medical leave with empathy builds trust and creates a culture where well-being is a priority. By being proactive, anticipating needs, and offering consistent support, leaders help employees feel valued, fostering a compassionate and thriving workplace.