Yes — it would be both appropriate and advisable to set clear behavioural expectations on her return, while also approaching the situation in a supportive, legally sound, and psychologically safe way. Here’s how you can handle it step by step:

1. Prepare for the Return-to-Work Conversation

When you contact her before the return date, confirm:

-Whether she feels ready to resume her duties.
-That her wellbeing is the top priority, and the conversation upon return will focus on ensuring a sustainable workload and healthy workplace interactions.

This sets the tone that the discussion is supportive, not disciplinary — even though boundaries will be clarified later.

2. Structure the Return Discussion

Hold a private, scheduled meeting with her and her manager (possibly with HR present). Key components:

a. Acknowledge the disclosure

Begin by recognizing her statement that she is feeling burnt out. This builds trust and signals that you’re taking it seriously.

“You mentioned before your break that you’ve been feeling burnt out. We appreciate you being open about that — we’d like to make sure you’re supported in returning to work successfully.”

b. Set behavioural expectations clearly

You can — and should — outline the specific behaviours that have caused disruption, focusing on observable conduct, not personality or emotion:

“We’ve observed that there have been tense interactions and outbursts that have affected the team dynamic. Going forward, we expect communication to remain respectful, even in moments of frustration.”

Avoid labeling (e.g., “angry” or “negative attitude”) and focus on impact (“has left team members feeling uneasy or unsure how to approach you”).

3. Include a Performance and Health Safety Clause

Yes, you can indicate that if the behaviours continue, a medical assessment may be necessary to determine fitness for work — but phrase it carefully as a duty-of-care measure, not a punishment.

Example phrasing:

“If these behaviours reoccur or there are ongoing signs of distress, we may need to request medical documentation to confirm that you are fit to safely perform your role and to identify if accommodations are needed. This is a standard part of ensuring both your well-being and the safety of the workplace.”

This aligns with your duty under occupational health and safety and human rights legislation to ensure employees are medically fit for work, while also preventing undue hardship on the team.

4. Document and Follow Up

-Document the meeting (who attended, what was said, and agreed next steps).
-Provide a summary email to the employee confirming expectations and supports.
-Schedule a follow-up check-in (e.g., after two weeks) to review progress and reiterate support.

5. Offer (Don’t Impose) Support Resources

Even if the employee resists self-reflection, gently remind her of:

Access to Employee Assistance Program (EAP) or community mental health resources.

Options to discuss workload adjustments or coaching.

Frame it as “resources available if you wish to use them,” rather than “you need help.”

6. When to Involve Medical or HR Specialists

If the concerning behaviour continues or escalates:

Consult HR or an occupational health professional (I do not count!).

A formal Fitness-for-Duty (FFD) or Independent Medical Examination (IME) may be appropriate.

Document that the trigger was a pattern of behaviour affecting safety or performance, not personal traits.

Best of luck!
-HRInsider Staff