Grasping the nettle of managing intermittent work capacity

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This review examines how uncertainty dominates the facets of intermittent work capacity (IWC) for the respondent employers. Strategies that balance employee well-being with the needs of the team, customers, and organization are needed to manage this uncertainty when an employee is absent, for example, due to a mental health condition, for an unpredictable amount of time. Open communication and direct proactive problem solving for future cover scenarios were explored as partial solutions and impact mitigation strategies. Factors involved in navigating IWC-related uncertainty included intrapersonal elements, workplace morale, the particular needs of a role, communication techniques, and organizational elements. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.