Supporting staff to return to work

As we progress on the roadmap out of lockdown, this web page provides information to support your staff to return to the workplace.

19 July 2021

On 19 July 2021, England moved to step 4 of the roadmap, including the removal of some restrictions. Details are on the website, including information if you are in an area where a new COVID-19 variant is spreading.

As we continue living and working through the pandemic, staff are moving in and out of the workplace repeatedly, either due to a period of sickness absence, self-isolation or working from home. Whilst the government is no longer instructing people to work from home wherever possible, this web page outlines the organisational considerations when planning for staff to return, tips for managers and signposts to useful resources. 

Latest COVID-19 government guidance, management of staff and exposed patients or residents in health and social care settingshighlights what employers can do in exceptional circumstances to support employees to return to the workplace who have been identified as coming into contact with a case of COVID-19.

Employers should have conversations with those staff at higher risk, particularly clinically extremely vulnerable staff, via risk assessments, wellbeing conversations and/or one-to-ones. You should also seek advice from HR and occupational health when supporting staff to return to the workplace.

Revised guidance on shielding has been published by a joint working group of the NHS Staff Council Executive. This guidance provides advice to support the pausing of national shielding with effect from 1 August 2020. 

  • To develop a plan for essential staff to return to work, organisations should take a collaborative approach, working with stakeholders such as:

    • trade union representatives
    • health and safety 
    • occupational health
    • human resources 
    • wellbeing teams 
    • staff networks
    • communications
    • facilities and estates. 

    Where staff need to return to the workplace to fulfil their role, they should only be invited back when it is sufficiently safe for them as determined by government guidance and an individual risk assessment.

    The level of risk associated with returning to the workplace is individual to each staff member’s personal risk factors and their specific work environment. Many people who were shielding are disabled and as such employers have a duty to implement reasonable adjustments in line with the Equality Act 2010. Adjustments should be considered as part of the risk for all staff to enable them to safely return to the workplace. Examples of adjustments which could be considered include:

    • Phased returns – this could be a 'traditional' phased return where an individual builds up to working their contractual hours over a period of months, or where the staff member works some days from home and some from the workplace, to build up stamina. 
    • Redeploying staff to work in a lower risk area.
    • Enabling staff to continue working from home (where possible)
    • Adapting ways of working – for example, minimising contact with patients or other staff members.

    To minimise workplace risks in clinical environments, organisations should continue to follow PHE guidance and for office-based environments should follow the government guidance on making workplaces safe.

    Organisations should also carry out a risk assessment of the working environment. Organisations can reduce the workplace risks for their staff by considering the following:

    • Ensuring all staff have awareness of the latest infection control measures and PPE guidance and adhere to these.
    • Ensuring all staff have access to PPE, including following government guidance on face coverings for all staff in hospitals.
    • Taking a 'cohorting' or 'bubble' approach such as organising shift patterns, so the same staff work together each shift, as far as is practicable, to reduce the number of people interacting. 
    • Adapting shift patterns to help staff avoid peak times on public transport. 
    • Social distancing.
    • Providing additional hand washing facilities and hand sanitiser. 
    • More frequent cleaning of all areas, including non-clinical areas and staff rooms.
    • Providing additional facilities for staff who walk or cycle to work, for example, bike racks, showers and changing facilities.

    Some team members will have health concerns that they may not wish to discuss with their manager. In this situation, a review by the organisation’s occupational health team or another relevant person may be appropriate.

  • Staff may be anxious about returning to the workplace after a period of time away and may require additional support from their manager and organisation. Prioritising the physical and mental health of our workforce is essential to ensure they can continue to provide NHS services in the long-term.
    Organisations may want to consider the wellbeing support implemented throughout COVID-19 and identify those interventions which should continue, to support staff returning to work and the wider workforce.

    These are suggested support mechanisms that organisations could consider for different staff groups.

    For individuals: 

    • counselling and psychological support 
    • employee assistance programmes
    • occupational health assessments and advice
    • trade union representatives
    • specific support networks and check-ins for staff who continue to work from home and/or shield
    • chaplaincy support
    • facilities for staff – rest spaces, food, showers etc
    • freedom to speak up guardians – signpost to raise concerns
    • signposting to nationally available free support and self-help resources for wellbeing
    • signposting to NHS England and NHS Improvement’s shielding guidance for individuals
    • signposting to long-COVID resources, such as the NHS recovery resource.

    For managers:

    For teams and groups:

    • staff networks
    • Schwartz rounds
    • support groups – such as for bereavement, carers, working parents
    • organisation development (OD) support within organisations.
    • Make contact with members of staff who are out of the workplace as soon as possible. This will enable early risk assessment and return to work discussions to take place. Managers should then have time to implement any changes or adjustments, seek additional advice/guidance on specific issues and to give individuals time to prepare to return. 
    • Carry out a risk assessment for all staff returning to the workplace, taking into account individual circumstances, and working with occupational health teams to make reasonable adjustments. Where a staff member returning is a new or expectant mother, managers should also ensure they follow the HSE risk assessment guidance.
    • Hold a structured return-to-work discussion with each staff member, in a sensitive manner, in order to: 

      - Understand how your staff members are feeling about returning to the workplace and consider how you can support them.

      - Thank them for their contributions to work during the pandemic, or acknowledge that they may be feeling guilty for not being able to work in the same way as their colleagues.

      - Identify any signs of distress or mental ill health which need further professional input or specific support. 

      - Consider factors outside of work which may affect someone returning to work and encourage them to consider any interim adjustments or changes they may need to make. For example, do they have childcare or caring responsibilities. 

      - Identify any additional training or clinical supervision needed to support them to return. 

      - Signpost staff to the internal support available for their health and wellbeing, as well as the national support available. 

      - Update them on changes to the team and organisation. There may have been a lot of changes in ways of working, the physical work environment, and team roles so make sure you update each team member and re-induct them as they come back into the workplace.
    • Proactively check-in with any staff member who doesn’t turn up for a planned shift to identify if they are experiencing any issues or barriers, signpost them to local and national support.
    • Regularly check-in on staff members in your regular wellbeing conversations, one-to-ones and/or supervision meetings. Individual circumstances might change rapidly, and they may need different support over time, so it’s important to continue to focus on the wellbeing of each person. Risk assessments should be reviewed in a change of circumstance, or if the staff member requests it.
    • Consider how you can help staff prepare to return to the workplace. For example, short visits to the workplace before they return could help staff familiarise themselves with the changes they can expect, and to experience the social distancing and infection control practices. In particular, make further considerations for staff members unable to return to work immediately due to long-COVID. For instance, ensure the individual is aware of the NHS resources to support COVID-19 recovery, tailor and adapt their work with their symptoms and ask them if they are able identify any solutions to their return-to-work obstacles. 
    • Focus on team and peer support. Staff who are returning to the workplace after a period of weeks/months may feel nervous, anxious, and guilty. Equally, staff who have been in the workplace may feel resentment towards those shielded staff or those working from home. Managers and team leaders can help different staff members understand each other’s perspectives or seek support from OD functions to address any issues.
    • Consider what peer support staff members might need. For example, could staff be paired up into buddies, where a returning staff member is paired with someone who has been in the workplace for longer. 
  • Cornwall Partnership NHS Foundation Trust made regular phone calls to check on staff who were shielding and to discuss their wellbeing. This also gave the trust an opportunity to collect stories of how different people experienced lockdown.

    Hertfordshire Partnership University NHS Foundation Trust completed risked assessments for all members of staff who are shielding to be able to support them to return to the workplace. The trust has also held virtual coffee mornings to encourage staff to stay connected.

    Homerton University Hospital NHS Foundation Trust developed guidance for individuals and guidance for line managers to help them manage returning to the workplace. 

    Hounslow and Richmond Community Healthcare NHS Trust worked with its learning and development team to collect personal stories from staff who are shielding, and from staff in the workplace, so that both groups could understand different experiences and perspectives.

    Kettering General Hospital NHS Foundation Trust created:

    • A buddy system. This is where a member of staff that has been onsite during the pandemic can help someone who has been shielding with anything related to what happened during the first peak. 
    • Walk with me videos. Managers recorded short videos to show shielding staff what their relevant workplace/area/ward/department now looks like. As many changes have taken place and work areas bear no resemblance to what they were before COVID-19, this may help alleviate any anxieties, so staff can see and prepare for the changes on their return.
    • The trust has asked shielders to film a short clip explaining what the pandemic has been like from their point of view. Many shielders missed their teams during the pandemic and wanted to return to the workplace but had to follow regulations. This approach promotes understanding and ensures that shielders' voices are heard. 

    Northumbria Healthcare NHS Trust created a closed social network group for shielding staff and set up key words that would flag if any members of staff needed any extra support. The trust has been hosting virtual tea breaks with the chief executive and director of human resources so staff can ask questions before returning to the workplace.

    Pennine Care NHS Foundation Trust conducted a skills audit for staff, which enabled them to provide support for them to continue to work from home.

    Resources to support organisations