Why I Want to Be an Occupational Physician Who Is Easy for HR and Labor Affairs to Consult

I am Daisuke Sugiyama, Representative of Thundermedico Inc.
I am involved with multiple companies as a contract occupational physician, primarily in Tokyo.

When working with companies as an occupational physician, I sometimes encounter situations where HR and labor affairs personnel are struggling with difficult decisions on their own.

How should we respond to an employee with mental health issues?
What should the company do when a medical certificate for leave is submitted?
A medical certificate stating the employee is fit to return to work has been submitted, but is it really okay to let them return?
How much information should be shared with the workplace?
How should we reconcile the situation when the employee's wishes differ from the company's concerns?

In such situations, it is necessary to think not only from a medical perspective but also to consider the company's practical operations, human relationships, and the burden on the workplace.

That is precisely why I believe it is important for an occupational physician not to be someone who just says the 'correct' things, but to be someone who is easy for HR and labor affairs to consult.

There is no point in an occupational physician being someone who is difficult to consult.

An occupational physician is a professional involved in a company's health management.

Interviews for employees working long hours.
Responding to employees with mental health issues.
Decisions on leave and return to work.
Work fitness assessments after health checkups.
Health committees.
Workplace inspections.
Responses after stress checks.

I am involved in these types of tasks.

However, I feel that no matter how much medical knowledge one has, if the company finds the occupational physician difficult to consult, they cannot function effectively in practice.

If HR and labor affairs personnel feel:

'I wonder if it's okay to ask about this'
'I don't know how much I can consult about'
'I feel like I'll only get a medically correct lecture in return'
'It seems like they won't understand the company's circumstances'

then the timing of the consultation may be delayed.

Consultations with an occupational physician do not only happen when something has already occurred.

There is an employee I am a little concerned about.
There is someone who might need to take leave.
I am likely to be unsure about a return-to-work decision.
The supervisor at the workplace is having trouble responding.
I don't know how to interpret a medical certificate.

I believe the value of an occupational physician lies in being able to consult at these early stages.

A company cannot move forward with just 'correct' arguments.

As an occupational physician, it is important to convey what is medically appropriate.

You must not force them to work.
If long working hours continue, health risks increase.
Employees with mental health issues require appropriate consideration.
In return-to-work decisions, it is necessary to confirm whether they can work safely in the workplace, not just rely on the attending physician's opinion.

These are important perspectives.

On the other hand, companies have their own realities.

There is a shortage of staff on the front lines.
If someone takes sudden leave, operations cannot continue.
The burden is falling on other employees.
The individual's wishes do not align with the concerns of the workplace.
Consistency with work rules and internal policies must also be considered.
It is too heavy a burden for HR and labor staff to judge alone.

If I ignore these realities and only convey medical ideals, it can be difficult for the company to actually take action.

Of course, there are lines that cannot be crossed medically.
Protecting the health of employees is the fundamental premise as an occupational physician.

However, beyond that, I believe it is also important to organize things in a way that the company can actually act upon.

Where do the medical risks lie?
What should the company confirm?
To what extent should accommodations be made?
What should be kept in the records?
How much should be shared with the workplace?
What kind of response would be least burdensome for both the individual and the company?

I believe that thinking through these compromises together is the role of an occupational physician involved in corporate practice.

The experience of standing between people

From elementary school through university, I belonged to athletic clubs.

In team sports, not only technique and physical strength but also how you interact with others is extremely important.

Conveying your own opinions.
Listening to the thoughts of others.
Observing the atmosphere of the entire team.
Stepping in between people with different positions.
Sometimes resolving conflicts.

I had many such experiences from my student days.

I also had the experience of serving as captain, where I faced situations where I had to think about how to move forward when opinions were divided within the team or when the atmosphere turned sour.

Of course, club activities and corporate labor relations are not exactly the same.

However, in any place where people gather, there are always differences in emotions and positions.

Just saying the right thing may not move people.
Conversely, just accepting one person's argument may not make things work for the whole.

I feel that the work of an occupational physician has similar aspects.

The individual's wishes.
The company's anxieties.
The burden on the workplace.
The attending physician's opinion.
The judgment of HR and labor affairs.
Relationships with supervisors and colleagues.

While these are intricately intertwined, it is necessary to organize how to proceed realistically while maintaining a medical perspective.

In that sense, I believe that my experience of standing between people has connected to who I am as an occupational physician.

I want to value communication

I personally believe that communication is an extremely important skill for an occupational physician.

In occupational physician interviews, an atmosphere where the individual can speak with peace of mind is necessary.
On the other hand, it is necessary to organize and convey the required information to the company in an easy-to-understand manner.

It is important to speak with HR and labor affairs staff in a way that translates medical content into practical applications without making it overly complicated.

For example,

“Medically, this is the risk.”
“As a company, it would be better to confirm this point.”
“I think this approach is realistic and easy to proceed with.”
“It would be better to keep a record of this.”
“You need to be a little careful about how you convey this to the individual.”

In this way, I am conscious of conveying information in a form that allows the company to understand what they should do next.

Advice from an occupational physician is not sufficient if it is merely professional.

It must be something the company can understand.
It must be something HR and labor affairs can actually act on.
It must be something that can be conveyed to the workplace.
It must be something that can be used for dealing with the individual.

I believe it only has meaning once it has been broken down to this level.

So that HR and labor affairs do not have to carry the burden alone

In large companies, occupational health staff and HR/labor departments are sometimes well-resourced.

Some companies have a system where multiple professionals are involved, such as dedicated occupational physicians, public health nurses, and occupational health departments.

On the other hand, in growing companies or medium-sized enterprises, it is not rare for HR staff to handle a wide range of tasks, from recruitment, labor affairs, payroll, and attendance management to handling leave of absence and mental health issues.

In such companies, I do not think that what is required of an occupational physician is merely formal involvement.

“How should I think about this case?”
“What should the company do when this medical certificate is issued?”
“What should I confirm before allowing a return to work?”
“How should I explain this to the workplace?”

Being able to respond to such practical consultations is important.

I want to help organize judgments that are medically sound and can be implemented in the company's workplace, so that HR and labor affairs staff do not have to carry the burden alone.

I want to be that kind of occupational physician who is easy to consult.

What it means to stand by a company

One of the phrases I value is "an occupational physician who stands by the company."

However, this does not mean prioritizing only the company's convenience.

Protecting the health of employees is naturally important as an occupational physician. On top of that, it is also important to support decisions in a way that the company can realistically implement.

HR and labor affairs personnel are sometimes required to make difficult decisions between employees and the company.

I understand the individual's perspective. I understand the anxiety of the workplace. The company also has its responsibilities. But they don't know how to think about it medically.

In such situations, I want to ensure they don't have to carry the burden alone.

I believe that is the role of an occupational physician who stands by the company.

Ease of consultation also leads to risk management

Being easy to consult as an occupational physician is not just a matter of atmosphere.

It also leads to the company's risk management.

If an occupational physician is difficult to consult, problems may only be brought up after they have grown large.

After a leave of absence has become prolonged. After a return-to-work trouble has occurred. After the response to an employee with mental health issues has become complicated. After long working hours have become chronic. After the relationship between the workplace and the individual has deteriorated.

In reality, if one could consult at an earlier stage, the options for response would expand.

Being able to consult at the "a little concerned" stage. Being able to ask, "It's not a big problem yet, but how should I think about this?" Being able to confirm, "Is this response okay for the company?"

By having such a relationship, it becomes easier for the company to respond more quickly and more realistically.

Summary

An occupational physician is not just someone who conveys what is medically correct.

They are someone who supports the company in making appropriate decisions while protecting the health of the people who work there.

To that end, I believe that not only expertise but also ease of consultation is important.

HR and labor affairs personnel should not carry the burden alone. Organizing things into a form that the company can actually act on. Providing advice that is medically sound and can be incorporated into corporate practice. Standing between the individual, the company, and the workplace, and thinking together about a realistic compromise.

I want to be that kind of occupational physician.

Thundermedico Inc. provides occupational physician services that support companies, primarily in Tokyo.

If your company is struggling with mental health issues, leave of absence and return-to-work support, long working hour interviews, health committees, workplace inspections, or establishing an occupational health system, please feel free to consult with us.

Official website:
https://thundermedico.co.jp