BEM discussion: Practical experience report
Carolin Lang* fell seriously ill and was unable to work for several months. In order to reintegrate into her job, the employee received support through the occupational integration management process - BEM for short.
Sleep disturbances, weight loss, a constant tingling sensation in her feet: Carolin Lang's* health gradually took a turn for the worse. The doctors were able to make a diagnosis far too late: The employee was suffering from type 2 diabetes. A shock for the 52-year-old, which resulted in a whole host of complaints. A second devastating diagnosis followed: polyneuropathy, a permanent damage to the nerves.
Unable to work for several months due to illness
"I quickly got the diabetes under control with medication. However, my body was extremely weakened by the metabolic capers. I was in a lot of pain and was no longer able to do anything." As a result of the second diagnosis, the employee was unable to work for several months. As a side effect of the medication, Carolin Lang also developed cataracts in her left eye. The physical symptoms were compounded by fear of the future. "All of a sudden, I had massive existential fears. Because living on sick pay alone is not possible," she says looking back.
Positive turnaround thanks to BEM discussion
A positive turnaround was only in the offing for the Munich resident when she received a call from her Berlin colleague Christiane Weidemann, who works at pme Familienservice as a consultant for company reintegration management.
Company integration management - BEM for short - is enshrined in Section 167 of the German Social Security Code IX. Accordingly, every employer is obliged to offer all employees who are absent from work due to illness a company integration management program after six weeks of incapacity for work at the latest . Whether this is a permanent incapacity to work or recurring phases of illness is not decisive.
"The six weeks refer to the previous twelve months," explains Christiane Weidemann. "The basic idea is to support the employee as early as possible so that they can keep their job."
The BEM process is clearly structured. "First, we contact the person concerned and offer a non-binding consultation. In this meeting, we provide information on fundamental questions about the BEM, e.g. the legal basis and data protection, as the consultations are subject to confidentiality. Unless the person concerned agrees to the manager being involved," explains Christiane Weidemann. "After this initial meeting, the employee is free to decide whether they want to take part in the BEM process. If they decline, the process is complete."
"I immediately realized that I was in good hands here"
For Carolin Lang, it was clear from the very first meeting with the BEM consultant that she wanted to take advantage of the support. "I immediately realized that I was in good hands here," recalls the employee in the Office Management team. "Knowing that my BEM advisor would be 'always ready' for me was very reassuring. My manager was involved right from the start. I had the secure feeling that everyone was supporting me."
Over the next year and a half, Carolin Lang and Christiane Weidemann are in contact by phone and email every month. While the initial coaching sessions focus on understanding Lang's situation in detail, listening to her and providing her with psychological support, the BEM consultant later helps with very specific steps, such as finding a suitable rehabilitation clinic and completing the application. The BEM consultant regularly informs Lang's manager about the status. If it comes to returning to work, she clarifies whether certain aids or special break arrangements are necessary.
Involve the manager in the BEM process?
"In most cases, involving the boss is beneficial. But it's a tricky area. Sometimes employees are off sick more often precisely because of conflicts with their manager," explains Christiane Weidemann. A BEM procedure can also help here, for example by the BEM consultant moderating between the manager and team member. As a result of the exchange, measures are jointly defined that lead to an improvement in the working atmosphere.
In Carolin Lang's case, the question of returning to work only became the focus of the BEM process after several months. "Once it was clear that Carolin would be able to start working a few hours again, we discussed the Hamburg model, which provides for a gradual increase in working hours based on a doctor's prescription," reports the BEM consultant.
When she returned to work, weekly feedback meetings were held to clarify whether the workload was too high or could be increased further. Carolin Lang trained her resilience over a period of six weeks. She started with four working hours a day. The workload increased each week.
BEM coaching: a "rebuilding cure" for the psyche
Carolin Lang now works 35 hours a week again. She has learned to live with her pain. "It's not always easy, but I'm an optimist and am happy about my job, which I love doing," she says.
"I would describe the conversations with Christiane Weidemann as very valuable coaching and a 'rebuilding cure'. I believe that the good support I received during this difficult phase prevented me from slipping into depression.
