HRM.5:4.3 - Construct a feasible continuation, absence or return

With the person and responsible work owners, identify attainable assignments and conditions. Consider changes to tasks, sequence, hours, location, tools, support, coordination and coverage where they address the actual constraint. Use OCE for the organizational change and OPS for workload, service and capacity consequences. Compare the entire arrangement: moving one task can transfer a burden to a colleague or leave a service promise unsupported.

Join the work to its personnel terms: applicable pay, leave, benefits, permissions, duration or reconsideration condition, and the required agreement or determination. Use qualified institutional guidance for accommodation and absence duties. Some adaptations are required; others are discretionary choices among feasible options. A person’s agreement does not waive a binding protection. If no proposed option is feasible, identify which condition prevents it and obtain the required further contribution or determination; do not invent a right, deny one from convenience, or impose an unsupported return.

A return arrangement needs actual work that fits the current conditions. Specify who supplies it, how access and support become available, how colleagues receive the information necessary for coordination, and how the person can report difficulty. A staged or limited arrangement can be appropriate when its grounds support it; there is no universal schedule. Attendance, a successful task and absence of a complaint do not independently establish recovery.