Many of our recent conversations with doctors have included the topic of returning to work following a long period of leave.
This has come up in various ways, and for various types of leave, including
Sabbatical
Long Service Leave
Carers leave
Parental leave
Personal sick leave
Our conversations are uncovering the often-hidden part of this experience: returning to work.
While it is common to focus on going on leave, and the discussions about handover, delegation, communication and planning that come with it, we often neglect the experience of coming back. Yet re-entry is an important transition to manage for both the person returning and the colleagues around them.
Many people experience anxiety, self-doubt and loneliness as they prepare to return to work. While these responses are expected and normal after a period of time away, they can get in the way of an effective and healthy return and add further stress to an already significant transition. When leave has involved a major life event, such as a serious illness, divorce or the arrival of a new baby, returning to work can be especially emotionally demanding.
It is also important to recognise the experience of colleagues who have stepped up to cover responsibilities during the person's absence. Their contribution deserves acknowledgement, and the transition of those responsibilities back to the returning employee should be managed thoughtfully as well.
Coming back to work after extended leave.
The message of this article, based on theory and research into life transitions, career breaks and professional identity, is to approach re-entry as a piece of work: a small project, if you like, to plan, prepare for and execute.
The language and terminology are important here. Coming back to work is a transition to be managed, not a 'gap' to be bridged or work to be 'caught up on'. We need to be mindful not to use language that frames an extended absence as a problem or deficit. Instead, re-entry is a piece of work in its own right. It is part of enabling a healthy, inclusive and sustainable workforce. Let's support people not only as they leave, but also as they return across life's many transitions.
Interestingly, many large organisations in Australia have established 'returnship' programs that are specifically designed to support people coming back after extended leave, particularly parents returning following pregnancy, childbirth and parental leave. Organisations such as Deloitte, EY and several of the major banks have programs that typically run over 10 weeks or so (see reference list).
For workplaces where formal re-entry programs do not exist, we are left to do this work ourselves within our own teams, departments and practices.
Let's talk about how to navigate re-entry effectively, both for ourselves and for others.
Making a plan: For the person undertaking re-entry:
First, we need to acknowledge that anxiety and self-doubt are very common during re-entry. It can feel daunting to return to work after being away. Our inner voice can quickly start up: What if I don't know what to do? What if I forget something? What if I can't log in or use the new system? What if, what if, what if…
Let's provide some containment for these thoughts by making a re-entry plan. This could include a simple to-do list such as:
Notify people of your return. Who do you need to speak to before your first day? Your manager, a senior colleague, HR or your work friends?
Check your first day or shift. Confirm the roster, time and location. Consider reaching out to your manager or colleagues who will be working that day so they know to expect you.
Check your reporting arrangements. Confirm who you will be reporting to on your first day and consider sending a brief email or text to let them know you'll be there.
Reconnect with the person who has been covering your role. If someone has been providing cover, get in touch before you return. Thank them and acknowledge their contribution. This can be a sensitive relationship to navigate and we'll discuss this further below.
Think about your return conversations. Be ready to say hello, thank people for their support where appropriate, and think about how you want to respond if colleagues ask about your leave. Extended leave often involves deeply personal experiences and transitions, and it is important to think carefully about what you do, and do not, want to share at work. Giving this some thought beforehand can make those conversations much easier.
Making a plan: For colleagues who have been providing cover
For those who have remained at work, a colleague's extended absence may have meant additional workload, new responsibilities or an opportunity to step into a more senior role. Perhaps someone formally acted in the position, or perhaps there was no backfill and the work was simply absorbed across the team. Regardless, there are likely to be adjustments for everyone as the person returns to the workplace and resumes their role.
Just as someone stepping away requires a handover, returning to work often requires one too. A meeting or conversation to discuss where work is up to, what has been completed, what is still in progress and what has changed can make the transition much smoother. There may be new colleagues, new systems, new policies, new technology or changes to priorities that need to be understood.
If you, or someone else, has stepped into a more senior role during the person's absence, this may have been a significant professional development opportunity. It may have built confidence, developed new capabilities or created an interest in pursuing similar opportunities in the future. Equally, the returning employee may feel uncertain about how responsibilities are handed back. These are very human dynamics. They can create feelings of uncertainty, loss or even competition if they are not acknowledged. Recognising the contribution and growth of everyone involved, while thoughtfully transitioning responsibilities back, helps support healthy team dynamics and a successful return to work.
Planning for smooth re-entry – tips for everyone:
Re-entry is a piece of work to do – such as a project and could include work such as:
Strategy:
When is the person coming back?
What will that change and how?
What needs to be managed to accommodate this
Communication:
Who needs to know what?
When and how to communicate this -emails, meetings, communications to various stakeholders etc.
Relationships:
People coming and going change the dynamics of a group and team.
It’s helpful to be mindful to these changing dynamics and to take steps to ensure relationships stay healthy and effective.
Professional and personal support:
Think about resources, colleagues, and friends who can support you with the re-entry.
A last note.
Returning to work after an extended period of leave is a significant transition and one that can be challenging for both the individual and their team.
Despite this, stigma and negative stereotypes can still exist around taking leave. Whether it is personal leave, parental leave or leave associated with illness or caring responsibilities, time away from work can sometimes be unfairly perceived as a lack of commitment or dedication.
As workplaces, we all have a responsibility to challenge these assumptions and create environments where people are supported to return successfully. The reality is that leave is a normal part of every working life. We all experience illness, have caring responsibilities, welcome children into our families or encounter circumstances that require us to step away from work for a period of time.
Supporting successful re-entry is not simply about helping one person. It is about building a workplace culture where people can take the leave they need, return with confidence and know they will be treated with respect. That is something that benefits all of us, both now and in the future.
Resources
Work re‐entry following maternity leave for first time mothers: An events, social identity, and intersectional theories informed identity work framework; Christine Cross, Colette Darcy, and Thomas Garavan, Gender Work Organ. 2025; 32:590–609. https://doi.org/10.1111/gwao.13162
https://hbr.org/2021/09/return-to-work-programs-come-of-age
Dr Anna Clark (PhD) delivers AMA Victoria’s Leadership education and Leadership coaching programs.
If you have been thinking about taking some time to reflect on your leadership work, clarify your direction or invest in your ongoing professional development, we encourage you to explore our Leadership education and coaching programs or schedule a free 15 minute Leader Check In.