Retention and rehabilitation

The final element in a good workplace policy on ill health should include provision for rehabilitation through flexible working and support for employees starting/returning to work after a period of absence. A cost benefit of least 2.5 times an employer’s investment in keeping a newly disabled person in employment was highlighted in a 2011 report from the Royal National Institute of Blind People.

The RNIB report outlined the business case, showing how it can deliver financial benefits to the economy, to employers and to employees, principally by allowing the employer to retain the employee’s accumulated skills and experience, and the employee to maintain income and independence. Other savings include:

• avoidance of redundancy pay or the costs associated with terminating employment;

• reduced costs of someone on long-term sick leave;

• the costs of recruitment and induction training for replacement staff;

• avoidance of costs from a claim arising from disability discrimination cases; and

• intangible benefits of increased staff loyalty and morale, as well as a workforce more representative of its customers and community.

Commenting on the report, Acas chief executive John Taylor said: “Obviously the priority in this situation is supporting the employee through what may be a difficult time. As with all change in the workplace, good communication is essential. If adjustments need to be made employers need to speak to the individual and ensure that other team members are kept informed.”

www.rnib.org.uk/sites/default/files/Vocational_rehabilitation_report.pdf