ABSENCE MANAGEMENT
POLICY & PROCEDURE
Review Date: / November 2018
Author : / Sarah Humphreys
CONTENTS
1.SCOPE & AIM OF THE POLICY & PROCEDURE
2.UNDERLYING PRINCIPLES
3.ROLES & RESPONSIBILITIES
4.REPORTING PROCEDURE
5.CONTACT DURUING ABSENCE
6.CERTIFICATING ABSENCE
7.ENTITLEMENTS DURING SICKNESS ABSENCE
8.RETURN TO WORK
9.FREQUENT SHORT-TERM ABSENCE PROCEDURE
10.LONG-TERM ABSENCE PROCEDURE
11.ADDITIONAL INFORMATION
1. SCOPE & AIM OF THE POLICY & PROCEDURE
1.1This policy and procedure has been designed to provide a framework for the management of sickness absence throughout Horizon Care & Education Group in a fair, supportive and consistent manner. It demonstrates how we value our employees by working with them to ensure high attendance levels so we can provide the best possible care and education to our children & young people.
1.2 All employees are covered by this policy and procedure.
2. UNDERLYING PRINCIPLES
2.1Our approach is to look at the underlying causes of sickness, rather than just managing the process which means we will take a holistic approach and consider:
a) The employees’ motivation and behaviour;
b) Any mental or physical problems the employee may have;
c) Life events and family pressure;
d) Satisfaction in a role and any changes required.
2.2These help ensure that we do the right thing for both the employee and the Company when managing an individual’s sickness absence.
2.3Each case will be considered on an individual basis, taking into account the above principles and we will ensure that everyone is treated fairly, with sensitivity and that no employee is discriminated against. Full account will be taken of the Equality Act 2010 in everything we do.
3. ROLES & RESPONSIBILITIES
3.1All those who have access to personal information relating to sickness have a responsibility to ensure the information is treated in the strictest confidence, in accordance with the provisions of the Data Protection Act 1998.
3.2The Manager
3.2.1The management of absence is the responsibility of the line manager and they must ensure they understand this policy and apply it in a fair and consistent manner. They are responsible for identifying issues at an early stage and ensuring employees are referred to occupational health via HR when appropriate.
3.3Employees
3.3.1All employees must ensure they have read and full understand this policy and procedure. Members of staff are expected to take reasonable care of their health, safety and wellbeing at work and if they have any concerns they should raise them with their manager. If required, employees must attend occupational health appointments and follow the advice and support mechanism to help facilitate a return to work.
3.4The Human Resources Development (HRD) Department
3.4.1The HRD department will provide advice and guidance to managers on how to apply the policy and assist them with specific cases if required. The department is responsible for ensuring fairness and consistency and will monitor sickness absence data and provide timely HR metrics to the managers to help identify problem areas and appropriate solutions.
3.5Occupational Health Provider
3.5.1The occupational health provider will provide an assessment and reporting service for managers and the HRD department, highlighting advice and support for employees to assist in a return to work. This will include any reasonable adjustments and any requirements under the Equality Act 2010.
4. REPORTING PROCEDURE
4.1It is acknowledged that there may be very exceptional circumstances when a member of staff is unable to comply with the requirements below, for example due to a critical illness. In cases such as these the requirements can be undertaken by a relative/friend, otherwise it is expected that members of staff themselves comply with the procedures as detailed below:
a) Employees must telephone their line manager as soon as they know they are unable to attend work, ideally at least 2 hours before the start of a shift in our care homes schools, but no later than 30 minutes after their usual start time.
b)If their manager is not available then they should contact the managers’ deputy/nominated person/manager on-call.
c)Messages given to work colleagues or by text message are not normally considered acceptable.
d)If a member of staff is unable to stay at work due to sickness, they must inform their line manager before leaving.
e)If a member of staff is sick during a period of annual leave they would still be classed as on leave rather than absent due to sickness, unless the entire period of sickness is covered by medical certification.
f)If a member of staff is sick before a planned holiday, they have the option of cancelling their annual leave and their absence will be recorded as sickness absence.
g)The member of staff and manager should discuss the reason for the absence, how long it is likely to last, how frequently you are both going to communicate during the period of absence, the date the sickness began and whether it was the result of an injury at work. Information on accidents / incidents may be required from Clearcare. Managers must ensure all certification is completed and sent through to HR and that ALL days absent due to sickness are recorded on the relevant timesheets.
5. CONTACT DURUING ABSENCE
5.1The manager and member of staff should maintain appropriate and reasonable contact during the period of absence.
5.2In exceptional circumstances, where a member of staff has particular reasons for not wanting regular contact with their line manager, they should contact a member of the HR department to discuss contact and notification arrangements.
6. CERTIFICATING ABSENCE
6.1For the first 7 days (or less) of sickness absence (including weekends and bank holidays), the employee must complete a self-certification form.
6.2For sickness absences of more than 7 consecutive calendar days, the member of staff is required to provide a signed medical certificate.
6.3Medical certificates are then required for the continuing period of sickness absence and for long-term sickness absence (i.e. absence of four weeks or longer). We reserve the right to require that a medical certificate confirming fitness to return to work is provided.
7. ENTITLEMENTS DURING SICKNESS ABSENCE
7.1Annual leave accrues as normal during the sickness absence period. In the case of long-term sickness absence, annual leave accrued in one leave year may be carried forward into the next if the period of absence spans both leave years, or if the employee returns to work near the end of the holiday year and it has not been possible to arrange for outstanding holiday to be taken before the end of the leave year.
7.2Entitlement to any company sick pay and Statutory Sick Pay (SSP) is detailed in the individual’s Statement of Terms and Conditions of Employment.
7.3In circumstances where the colleague’s incapacity to work are such that they receive or are awarded a sum of monies as a way of compensation or damages in respect of the incapacity from a third party, we reserve the right to demand repayment of the monies paid out in respect of the absence (including SSP).
8. RETURN TO WORK
8.1To help us successfully manage attendance, a Return to Work meeting (RTW) must take place after each episode of sickness absence, regardless of its duration. The main purpose of the meeting is to confirm the reason for the absence and enquire about the health and wellbeing of the employee. The RTW form must be completed on the first day back at work and returned to the HR department by the manager, along with the Self Certification Form and/or Medical Certificate.
9. FREQUENT SHORT-TERM ABSENCE PROCEDURE
9.1We understand that each case of sickness absence may be different which is why the RTW meetings, and sickness absence records are so important. In order to ensure we treat all employees in a fair and consistent manner, we have a number of trigger points, which, if met, mean a more formal approach to the management of an individuals’ sickness absence pattern.
9.2The triggers are:
a)3 or more episodes in a rolling 6 months period; or
b)a general pattern of length of absence which gives the manager cause for concern, e.g. regular absences on a Monday or Friday at weekends or following bank holidays etc.
9.3Once any of the above trigger points are reached, the manager, as part of the RTW meeting, should explore in more detail whether or not member of staff should be referred to occupational health. The manager should complete the RTW form as normal and discuss with HR about whether a referral to occupational health is required.
9.4Following the RTW meeting and receipt of the occupational health report (if applicable), there are likely to be two possible outcomes:
a)Medical condition identified
b)No medical condition identified
9.5Medical Condition Identified
If the medical assessment reveals an underlying medical condition or disability, we will identify any reasonable adjustments as well as any assistance the company can provide. Any subsequent absence for the same underlying reason within a 12 month period will be dealt with in the same way as long-term absence (see below).
9.6No Medical Condition Identified
If no underlying medication condition is identified then the member of staff will enter the informal stage of the Company’s Capability Procedure. If a satisfactory level of attendance is not achieved then the formal Capability Procedure may be instigated. The review period set under both the informal and formal part of the Capability Procedure will vary dependent on the individual circumstances.
10. LONG-TERM ABSENCE PROCEDURE
10.1Long-term absence is defined as a period of continuous absence in excess of four weeks. Once a manager is aware that a member of staff is likely to be absence on long-term sickness, they should discuss with the HR department who will advise whether a referral to Occupational Health is required.
10.2Managers must arrange to make contact with the employee on a regular basis to discuss the employee’s wellbeing and to establish their prospects for recovery and a likely return to work. Whilst these conversations can sometimes be difficult, the manager should also use these discussions/meetings to cover the likely courses of action. This includes both the informal and formal stages of the Group’s Capability Procedure as it is only right that the member of staff is fully aware of the possible outcomes in respect of their continued absence. It is appreciated that there will be very exceptional circumstances where it is considered inappropriate for meetings to be arranged (e.g. due to a terminal illness). The manager should ensure that the member of staff still feels valued and that communication channels are always open to them.
10.3Dependent on the circumstances and any medical advice, the options include:
a)return to work;
b)phased return to work;
c)reasonable adjustment;
d)dismissal on the grounds of capability.
10.4Return to Work
If a date for return to work has been identified, no further action is required other than maintaining regular contact and ensuring a fit for work note is received if required.
10.5Phased Return to Work
10.5.1If the member of staff is fit to return to work but is unable to undertake the full range of duties immediately then a phased return to work should be considered. It is likely that input from occupational health would be required to help plan the return. A phased return may include a modified workload for an agreed period of time, refraining from any physical intervention, a temporary transfer or another reasonable adjustment, including a reduction in working hours.
10.5.2If a phased return to work on reduced hours has been recommended by occupational health and can be accommodated by the company, the member of staff may return to work on a part-time basis. A reasonable timescale should be agreed for the return to full duties, and this would not normally exceed four weeks.
10.5.3The arrangements for payment during this period will be at the discretion of the manager, in conjunction with advice from HR and will take into account the individual circumstances.
10.6Reasonable Adjustments
These will be considered by the manager in conjunction with HR, referring to all relevant information available.
10.7Dismissal on the Grounds of Capability
If the member of staff is unable to continue in their substantive role, or an unacceptable attendance record has continued, then dismissal on the grounds of capability will result. This will be carried out under the Company’s Capability Procedure, although we do reserve the right to reduce the number of warnings in long-term illness cases, dependent on the individual circumstances.
11. ADDITIONAL INFORMATION
11.1If an employee needs to take time off work due to sickness we expect them to do all they can to facilitate a speedy recovery. Therefore we do not expect colleagues who are absent from work to:
a)Participate in any sport or other activities which are inconsistent with their illness or injury, could aggravate the illness or injury, or could delay recovery.
b)Undertake any other employment whether paid or unpaid. Such action could be considered as gross misconduct.
11.2This procedure is not contractual and is not intended to be incorporated into individual terms and conditions of employment. It may be subject to review, amendment or withdrawal.
APPENDIX 1
EMPLOYEE ABSENCE REPORTING FLOWCHART
* includes Bank Holidays and Weekends
APPENDIX 2
ATTENDANCE MANAGEMENT MANAGER GUIDELINES
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