[Supporting successful return to work after burnout: Perceptions and practices of managers]

Objective Managers play an important role in supporting employees returning to work after long-term sick leave. However, little research has focused on the support practices that these managers use when dealing with employees returning to work after burnout. This exploratory study has two objectives. First, it outlines the variety of return to work (RTW) support practices implemented by managers. Second, it describes these managers' perceptions of burnout. We argue that these perceptions of burnout influence the type of support that they provide. Method A series of semi-structured interviews were conducted with 13 volunteer managers to describe the RTW support practices in place and their perceptions of burnout. All managers had been confronted, at least once, with supporting a team member's RTW after burnout (absence of more than one month). Results Managers provide four types of RTW support, including minimal support, collective support, and progressive support. Results are consistent with the general hypothesis and show a relationship between the perceptions of burnout and the type of support provided. Supervisors' perceptions of burnout have an impact on the type, amount, and effectiveness of their support. Conclusion In terms of practical implications, the results indicate that managers need training on burnout, its causes, and its consequences for RTW. They also need training in managing the emotions involved in supporting employees returning to work. The results also show the need to institutionalize collective procedures and systems to support RTW in order to reduce the risk of stigmatization and to promote inclusion and job retention.