This article is written by Samuel Cervantes, Workplace Health Consultant with the BC Public Service (Vancouver, Canada)

You may not have given it much thought before COVID-19, but the importance of paid sick leave has become painfully clear for employees and employers across the world.

Not everyone has the financial security of having paid sick leave — where I am from and in many other jurisdictions, there is no legal requirement for employers to provide it. But as government employees, most public servants should have some paid sick leave coverage.

And thank goodness for that. While there may be a hum of anxiety for folks who cannot work from home and are trying to physically distance to keep safe, imagine how much louder the hum would be if you knew your coughing co-worker next to you was dragging themselves in because if they did not, they would not get paid, and they would not be able to pay rent?

Clearly, paid sick leave is important — especially during a pandemic. After years of being under-appreciated, it may now be getting its due.

Staff members who are on sick leave for long periods, especially those on long term disability, often feel that they are no longer part of the team, and are disconnected from the organisation’s mission and goals.

But we also need to make sure it is used appropriately. As stewards of public funds, when someone on our team is receiving paid sick leave, we need to support our staff to achieve the best possible outcomes for everyone involved. Deliberate sick leave misuse is rare, but bloated sick leave durations can also happen to even the most motivated workers if we lack clear support and processes. The costs of sick leave can be significant, and governments are often under the microscope to report upon and defend its sick leave program costs.

Managing sick leave and supporting return to work (RTW) without a note from the doctor

Many employers have traditionally relied on doctor's notes before approving sick leave.

But as governments in some places are encouraging their citizens (and their employees) to keep up physical distancing and to stay home, managing sick leave is another example of how employers have had to adjust and find new ways of operating.

For HR professionals and supervisors tasked with managing sick leave and supporting RTW processes, here are 5 tips for our new normal:

1. Lean on your other sources of information

At the end of the day, doctor's notes are a source of information. Without it, employers need to lean on their other source of information - namely, having effective conversations with their staff to better understand prognosis and how their health condition impacts their ability to perform their work. Let's give our colleagues the benefit of the doubt with the understanding that that the vast majority of sick leave claims are not fraudulent

2. Start with empathy.

This is critical — many employees can feel embarrassed, disappointed, or even fearful of having to miss work due to a health issue. Responding with scepticism or judgement to a staff member who is struggling will only worsen the situation. Conversations that start and remain empathetic throughout is an important way to build connection and encourage a timely return.

3. Be flexible and collaborate

This pandemic is demanding new levels of flexibility for all. Some employees are working from home for the first time, and others’ jobs have changed drastically. Health conditions rarely cause a total and complete functional incapacity where we are unable to do a single thing. A critical tool for supervisors to ask is "could I temporarily modify your work or hours to allow you to work safely while you recover?" Even if the answer is “no,” an early offer can plant a seed and strengthen goodwill, paving a path to a more timely return down the road. Collaborating on flexible work arrangements is one of the most impactful things you can do to help achieve optimal outcomes from a sick leave.

4. Keep staff connected

In his book "Drive: The Surprising Truth About What Motivates Us", American author Dan Pink presents research that outlines three elements of intrinsic motivation, one of which is purpose. Staff members who are on sick leave for long periods, especially those on long term disability (6 months +), often feel that they are no longer part of the team, and are disconnected from the organisation’s mission and goals. Of course there is a balance to be struck and employers do not want to seem overbearing — but it is critical that staff do not feel like their absence from the team does not matter. If we help maintain a staff member’s identity as a valued and contributing member to the organisation's mission, they will be much more motivated to return as soon as they can.

5. Be focused on a shared goal: safe, timely and successful return to work (RTW)

A second element of intrinsic motivation is autonomy. Successful RTW planning should be done with a worker (not to them). Planning should be collaborative and centred around the worker, giving them a sense of ownership and control of the sick leave and RTW process. While conversations with staff on sick leave may not be the most natural, in each call, remember to be supportive and goal-focused around how we can help staff achieve a safe, timely and sustainable return to work. We are on the same team and working towards the same thing.

We are all adjusting and doing the best we can. Supporting our colleagues who are ill or injured during these extraordinary times (as well as being good stewards of the public purse) continues to be an important function for public sector employers. While some of us may feel lost without that note from a doctor, we can still steady the ship and lead excellent outcomes for the teams and communities we serve. — Samuel Cervantes

(Picture credit: Unsplash)

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