4 September, 2026

For some, returning to work after a break can bring renewed energy. For others, it can feel more daunting. That feeling is even more pronounced when people return after a longer period away – following illness, parental leave, caring responsibilities or a career break.

Recent research from Legal & General found that employees want more proactive support when returning to work after a significant break. And a successful return is about more than practical support alone. The article cites that “9 in 10 UK employers would value more wellbeing and absence management support” and references in particular the benefits of a more proactive approach to support during time off work, which is ultimately proven to improve return-to-work outcomes. An increasing number of companies now offer specific return-to-work programmes, designed to support people who have been out of work for a certain length of time, whatever the reason, including the Bank of England, Amazon and Lloyds banking group.

Work really matters to people. As Julia Hobsbawm argued in a recent discussion at our Good Business 30th Anniversary event, it is bound up with identity, purpose and meaning. Yet it is also a source of growing uncertainty. AI, hybrid working and changing expectations are reshaping how organisations operate, and there is no longer one obvious model for how teams should work.

Returning to work, then, should not simply be about getting people “back up to speed”. It should be about helping them reconnect with their confidence, judgement and ability to contribute. The opportunity for leaders therefore is to better support their workforce throughout their entire journey before, during and after time away from a role. The overall goal should be ensuring that they’re back they’re made to feel valued, capable and welcomed back into the role.

By Emma Lindsay