"We're thinking of you." These simple words can carry profound meaning during challenging times. Knowing that someone is holding you in their thoughts reminds you that you're valued, not forgotten, and never alone. This reassurance can be especially meaningful when you're unwell and off sick from work.

While there is significant discussion in the media about the 'sick note culture' in the UK, the growing numbers off sick or out of work due to illness and the reasons for this, what we tend to hear less about is the personal experience of those affected. Contrary to common assumptions, being on long-term sick leave is far from easy. Research shows that time away from work can negatively affect well-being (Dewa et al., 2014; Paul & Moser, 2009) and we know that work is much more than a way to earn a living; it provides a sense of purpose, identity, and, crucially, connection to others. Being away from work due to illness, particularly when usual activities are limited and recovery is uncertain, can leave room for troubling thoughts, feelings of guilt, and overwhelming worries to come in: 'Will I ever get back to work?' 'Are my colleagues frustrated with me for leaving them with extra work?' 'How will I cope when I return?'

One simple yet effective way to ease these concerns is for managers to check in with their employee at regular points during their absence. Evidence shows that regular communication and support between managers and their employees during sickness absence significantly reduces the time spent off work (Nieuwenhuijsen et al., 2004; Munir et al., 2012). Unfortunately, in our work at Affinity we've found that such communication is frequently lacking. Managers often feel too busy to make the time, since they must arrange cover for the absent employee or shoulder additional workloads themselves. Or they may lack confidence to communicate with absent employees, fearing that contact from work will add stress.

What's important to emphasise is that maintaining communication with an absent employee need not be time-consuming; a quick check-in to ask how they are doing can go a long way. There is no need to discuss work; instead, the check-in should demonstrate, with sincerity and authenticity, that the organisation cares and that the employee is missed. How often and in what format to have these check-ins depends entirely on the individual; the best approach is to discuss early on what would suit both parties. Importantly, these check-ins shouldn't cease once the employee returns; we would advise they continue at regular points during the weeks or months it takes for an employee to transition back to work.

The IGLOo model (Individual, Group, Leader, Organisation, and Outside resources), co-developed by Affinity, recognises that the responsibility to support employees during absence doesn't rest solely on managers; the individuals themselves, colleagues and senior leaders also have vital roles to play (Nielsen et al., 2018) and can do their bit by reaching out to their organisation or absent members of their team. If the employee has a poor relationship with their manager and would prefer not to speak to them, someone else in the organisation (e.g. from HR) can be nominated as a point of contact.

At Affinity, we have developed IGLOo resources and toolkits to help employees and managers navigate both absence and the return-to-work process. These resources include online toolkits with practical tips for having 'check-in' conversations, advice on how employees can support their well-being during their absence and how both employees and managers can anticipate challenges and prepare for a successful return. The following link provides access to free guides for employees, managers, colleagues and HR: https://www.affinityhealthatwork.com/igloo. If you would like to know more about the full IGLOo toolkit, please do reach out to hello@affinityhealthatwork.com.

At Affinity, we've heard countless stories from employees about the profound benefits of regular contact during their absence—and how isolating it feels when such contact is lacking. These experiences reinforce the power of simply checking in. Whether it's a quick message or a short phone call, it shows people they are valued, remembered, and supported. The message is clear: it's good to talk.

https://timetotalkday.co.uk

References

• Dewa, C. S., Loong, D., Bonato, S., & Hees, H. (2014). Incidence rates of sickness absence related to mental disorders: a systematic literature review. BMC Public Health, 14, 205. https://doi.org/10.1186/1471-2458-14-205

• Paul, K. I., & Moser, K. (2009). Unemployment impairs mental health: Meta-analyses. Journal of Vocational Behavior, 74(3), 264–282. https://doi.org/10.1016/j.jvb.2009.01.001

• Nieuwenhuijsen, K., Verbeek, J. H. A. M., de Boer, A. G. E. M., Blonk, R. W. B., & van Dijk, F. J. H. (2004). Supervisory Behaviour as a Predictor of Return to Work in Employees Absent from Work Due to Mental Health Problems. Occupational and Environmental Medicine, 61(10), 817–823. http://www.jstor.org/stable/27732361

• Munir, F., Yarker, J., Hicks, B., & Donaldson-Fielder, E. (2012). Returning Employees Back to Work: Developing a Measure for Supervisors to Support Return to Work (SSRW). Journal of Occupational Rehabilitation, 22(2), 196–208. https://doi.org/10.1007/s10926-011-9331-3

• Nielsen, K., Yarker, J., Munir, F., & Bültmann, U. (2018). IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders. Work & Stress, 32(4), 400–417. https://doi.org/10.1080/02678373.2018.1438536