How to Conduct an Effective Return-to-Work Interview

When an employee returns to work after a period of illness, whether short-term or extended, the return-to-work interview (RTWI) provides an invaluable opportunity. It allows managers to welcome the team member back, discuss the reason for the absence, ensure they are ready to resume their duties and identify any support they may need.

Handled well, these conversations can strengthen trust, improve attendance and uncover underlying issues before they escalate. Handled poorly, or skipped altogether, they can damage morale and risk non-compliance with employment law and company policy.

This article explores best practice for conducting return-to-work interviews, balancing empathy and emotional intelligence with the need for fair process and clear expectations.

Understanding the purpose of a return-to-work interview

A return-to-work interview is a short, structured meeting between a manager and an employee following any period of absence due to illness or injury. It serves several key purposes:

• To confirm the employee is fit to return to work.
• To update them on any workplace developments they may have missed.
• To discuss the reason for the absence and whether any adjustments are needed.
• To identify any underlying causes of repeated absence.
• To reinforce the organisation’s attendance policy in a supportive way.

These meetings should be part of every organisation’s absence management process, forming a bridge between sickness absence and full reintegration into work.

Legal considerations

UK employment law does not make return-to-work interviews a legal requirement, but they are strongly recommended as part of good practice in managing attendance and supporting employee wellbeing. Employers have several statutory obligations to bear in mind:

The Equality Act 2010: If an employee’s illness or condition amounts to a disability under the Act, employers must consider reasonable adjustments to help them return to and remain in work.

The Employment Rights Act 1996: Employers must not dismiss or treat employees unfairly for legitimate sickness absence.

Health and Safety at Work etc. Act 1974: Employers have a duty to ensure, as far as reasonably practicable, the health, safety and welfare of their employees.

Data Protection (UK GDPR): Medical information is sensitive personal data and must be handled confidentially and stored securely.

Failing to manage return-to-work processes properly can lead to legal risks, including claims for discrimination, unfair dismissal, or breaches of data protection.

Company policy needs to be always followed. If in doubt, speak with your HR team. 

Timing and preparation

The return-to-work interview should ideally take place on the employee’s first day back or as soon as possible thereafter. This demonstrates that their absence has been noticed and that their return matters.

Before the meeting, the manager should:

• Review the employee’s absence record - many organisations use the Bradford Factor Calculator as a guide.
• Check any Fit Notes (formerly known as sick notes) provided by a GP.
• Ensure they understand the reason for absence and any relevant patterns.
• Prepare to discuss any workplace changes or updates.

Preparation is crucial. It ensures the meeting is purposeful rather than perfunctory, and helps avoid assumptions about the reason for absence.

Creating the right environment

Return-to-work meetings should always be private, confidential and conducted face-to-face (or via video call if remote working applies).

A supportive tone is essential. Remember, the employee may be anxious about returning—especially after a longer absence or if they have ongoing health concerns. Start with a warm welcome rather than diving straight into policy or absence data.

Simple empathy goes a long way: “It’s good to have you back at work. How are you feeling about returning?”

This opening allows the employee to share honestly, signalling that their wellbeing is valued.

Balancing empathy and accountability

Empathy and emotional intelligence are essential skills for any manager conducting a return-to-work meeting. These skills help the manager to listen actively, pick up on cues that something deeper may be going on, and respond appropriately.

However, empathy should not mean avoiding difficult conversations. The interview should also reaffirm the organisation’s standards around attendance and communication.

A good balance might look like this:

• Empathy: “I appreciate that this has been a difficult time for you.”
• Accountability: “Let’s talk about how we can reduce the likelihood of future absences, if possible.”

This combination builds trust while reinforcing responsibility.

The interview structure

A practical structure for a return-to-work interview might include the following stages:

Step 1: Welcome and update

Begin by welcoming the employee back and providing updates about any changes in the workplace, projects, or team dynamics.

Step 2: Discuss the absence

Invite the employee to explain the reason for their absence in their own words. Managers should:

• Avoid judgemental language.
• Confirm that the absence was appropriately notified.
• Review any medical evidence (Fit Note) if applicable.

If the absence was due to a long-term illness, this stage may require sensitivity and a phased approach to returning to work.

Step 3: Confirm fitness to return to work

Ask if the employee feels ready and able to resume their duties fully. If there are ongoing health concerns, consider referring them to Occupational Health or exploring temporary adjustments such as altered hours, reduced workload, or remote working.

Step 4: Explore underlying or contributing factors

Repeated or frequent short-term absences may indicate deeper issues e.g. either health-related or personal. Managers should remain open-minded and use emotional intelligence to uncover these.

Step 5: Review attendance expectations

Remind the employee of your organisation’s attendance policy and procedures, ensuring they understand what’s expected going forward.

Step 6: Agree an Action Plan

Summarise the conversation and agree on any next steps, reasonable adjustments, follow-up meetings or referrals to support services e.g. employee assistance programmes.

Managing short-term vs long-term absence

Short-term absences (typically less than four weeks) often relate to minor illnesses or one-off issues.

Best practice includes:

• Conducting a RTWI after each absence to identify patterns.
• Offering early support if stress, workload, or conflict seem to be factors.
• Using attendance data to identify triggers for formal review if appropriate.
• Long-term absence (usually four weeks or more) requires a more structured approach.
• Keep in regular contact throughout the absence.
• Seek medical input where appropriate.
• Explore reasonable adjustments under the Equality Act.
• Involve HR and Occupational Health as needed.

A phased return-to-work plan can help ease the transition, balancing recovery with reintegration.

Being emotionally intelligent

Conducting return-to-work interviews effectively requires self-awareness, empathy, and social sensitivity. Managers should be alert to non-verbal cues, discomfort, or anxiety, and recognise when employees may be struggling beyond physical illness.

Documentation and confidentiality

Always record key points from the meeting, agreed actions, and any support measures. The notes should be factual and confidential, stored securely in line with data protection rules.

Documenting the discussion protects both employer and employee. It ensures transparency, consistency, and accountability.

Creating a supportive workplace culture

The most effective return-to-work interviews are part of a broader culture of wellbeing and trust. When employees feel safe to talk openly about their health, mental wellbeing, and personal challenges, absence management becomes a collaborative process rather than a punitive one.

Encouraging openness requires:

• Training managers in mental health awareness and emotional intelligence.
• Promoting access to Employee Assistance Programmes (EAPs) or wellbeing resources.
• Recognising when workload or conflict may contribute to ill health.

Common pitfalls to avoid

These can be:

• Treating the meeting as a formality rather than a genuine conversation.
• Making assumptions about the employee’s health or personal life.
• Failing to follow up on agreed actions.
• Ignoring patterns of absence or signs of deeper issues.
• Breaching confidentiality by sharing sensitive information.

Summary

Return-to-work interviews are not just about ticking policy boxes. These meetings are about people. You may even want to refer to them as return to work meetings (rather than interviews). No matter what they are called, when conducted with empathy, structure, and fairness, they demonstrate that an organisation values both attendance and wellbeing.

A well-handled return-to-work meeting can help prevent future absences, rebuild confidence, and uncover issues that might otherwise go unnoticed. Most importantly, it reminds every employee that they matter i.e. not only when they’re present, but also when they’ve been away.

Paul Beesley

Director and Senior Consultant, Beyond Theory

Related blog articles:

Best practise for effective one-to-one meetings with team members

Empathy – not tea and sympathy

Four ways of building trust

Top tips on how to manage difficult conversations

The business case for emotional intelligence at work 

The subtle forms of harassment and bullying at work