Pre-January 2013
Sickness Absence Management Policy - Management Guidance Notes
1. Introduction
2. Responsibility of Line Managers
3. Notification of Illness / Contact
4. Recording of Absence
5. Staff Returning to Work
6. Discussing Ill Health Issues and Absence with Staff
7 Short-term Absence
8 Return to Work Interview
9 Long-term Absence
10 Referrals to the Department of Human Resources - Staff Occupational Health Service
11 Reasonable Adjustments
12 Forms and draft letters
1. Introduction
The following guidance notes have been compiled to supplement the University of Sheffield´s Sickness Absence Management Policy, and are intended to provide information relating solely to the management of attendance. Line managers should consult the additional notes for guidance relating to the recording of sickness in myTeam.
This document is intended to be read in conjunction with the Sickness Absence Management Policy, and to provide practical guidance to managers using the policy, to ensure the consistent and fair application of the Sickness Absence Management Policy.
The following notes provide guidance to line managers when dealing with absence due to ill health. Only when informal steps have failed to improve attendance, and only after consulting the Department of Human Resources – Business Support, should formal action be considered.
It is essential that absences due to ill health are managed with discretion, confidentiality, and tact, and that members of staff are treated with compassion.
2. Responsibility of Line Managers
It is the responsibility of all line managers to ensure that they manage the attendance of their staff in a fair and consistent manner and in line with both the University of Sheffield Sickness Absence Management Policy and the information contained within this document.
Where managers have queries over the correct interpretation of these guidelines, they should seek advice from their customary HR Adviser with the Department of Human Resources.
3. Notification of Illness / Contact
All staff who are absent from work due to ill health are required to contact their line manager prior to, or within the first half an hour of, the usual starting time of their shift. The following information should be obtained:
- when they became ill
- the broad nature of their illness (e.g. chest infection, etc)
- whether the illness is due to an accident or injury at work
- whether they will be seeking medical attention
- the likely date of return (if known).
Should staff not make contact within this time, it may be appropriate to contact them at home to enquire about their absence from work. However, it is advisable to allow sufficient time before contact is made in order to ensure that staff are not just delayed on their commute to work.
If the sickness absence is likely to extend beyond one day, managers should agree with staff the frequency with which they should maintain contact, and should request that staff notify them of any change in health or intended date of return.
Members of staff must be contacted in cases where ill health lasts four weeks or more, though any contact made must be to discuss the staff member´s ongoing ill health and to offer support. Contact regarding work related matters must be kept to a minimum.
4. Recording of Absence
Managers, or a nominated member of staff within the department, are required to record details of the absence in myTeam as soon as it becomes known. It is essential that sickness absence information in myTeam is both accurately and regularly maintained (at least weekly, but on a more regular basis if practicable), as the information held on the system will be used by the Pay & Pensions Office to calculate staff members´ entitlement to sick pay.
5. Staff Returning to Work
Managers should, as soon as practicable, enquire about the welfare of staff following a return to work after any period of ill health. Managers should ensure that such conversations are conducted in a private setting, and remain informal. When the absence trigger points have been reached (see 5.2.1 below) a full return to work interview should be conducted.
5.1 Certification
5.1.1 Sickness Absence Lasting Between Half and Seven Days
For sickness absence lasting between half and seven days, certification is not required.
5.1.2 Sickness Absence Extending Beyond Seven Days
Staff must submit a Medical Certificate, which has been obtained from their General Practitioner (G.P.) to authorise any period of absence extending beyond seven days. Managers should then forward the certificate to the nominated person within the department, and ensure that it is subsequently sent to the Pay & Pensions Office.
If an absence due to ill health has been supported by an open-ended Medical Certificate, or where staff intend to return to work before the expiry of their Medical Certificate, they must obtain from their G.P. a certificate of fitness to resume duties. Managers should then pass this to the nominated individual within the department.
5.2 Monitoring and Review of Absence
Sickness absence levels should be regularly monitored and reviewed to identify developing trends and patterns, and to enable effective management of absence. Managers can view details of staff members who have reached the University´s trigger points, as detailed below, in myTeam. The records of staff who reach the University´s trigger points must be actively reviewed.
5.2.1 Trigger Points
Short-term absence: four periods of absence totalling fourteen days or more and/or fourteen days or more within a twelve month rolling period.
Long-term absence: four weeks or more.
Any patterns of illness and developing trends, including recurring absences on certain mornings and absences following annual leave etc, should be addressed. The procedure for either short-term absences or long-term absences, as set out in sections 7 and 9 below, should then be followed, and managers should observe the general advice set out in section 6 before any meeting with a member of staff. Once a member of staff has reached the trigger point, return to work interviews (see section 8) must be conducted following each subsequent absence.
When considering a member of staff´s sickness absence levels, managers must take into account personal circumstances, and be sympathetic towards serious illness, chronic repetitive conditions, mental illness and absence as a result of surgery. Though the University considers levels of absence reaching the trigger points to be unduly high, there may be cases where such absences are medically unavoidable.
6. Discussing Ill Health Issues and Absence with Staff
6.1 Confidentiality
When discussing issues relating to ill health and sickness absence with staff, staff should be advised that the conversation will remain confidential, but that it may be necessary to disclose certain details both to Business Support and the Staff Occupational Health Service, within the Department of Human Resources. Additionally staff should be aware that any absence will be recorded in myTeam.
Should staff enquire about the confidentiality of Medical Certificates, they should be advised that they are seen by their manager, the nominated person within their department, and by the Pay & Pensions Office. Additionally, information that is relevant to the effective management of the sickness absence may be passed to Business Support and the Staff Occupational Health Service, within the Department of Human Resources.
6.2 Practicalities of Meeting with Staff
To ensure that all discussions relating to sickness absence are handled with tact and diplomacy, managers should, prior to arranging to meet with staff, ensure that a private room is available. Under no circumstances should sickness absences be discussed in an open forum. Any such meeting, including return to work interviews, should be conducted as soon after a period of absence as possible, or at the point at which an absence record is reviewed and a potential problem identified.
Discussing ill health may be particularly distressing for some members of staff, and therefore all meetings and return to work interviews should be approached in a sensitive manner. Only factual and accurate information should be presented during a meeting or return to work interview, and managers should refrain from making assumptions or allegations. Staff should always be given ample opportunity to respond, and to discuss any information that they deem appropriate to disclose. Each meeting or return to work interview should be handled on an individual basis, and should take into account individual circumstances.
Members of staff are also entitled to request a meeting to discuss their ill health at any point in their employment, and any such request must be agreed.
7. Short-term Absence
The University considers levels of absence reaching four periods amounting to fourteen days or more in total, and/or other absences totalling fourteen days or more in a twelve month rolling period to be high, and may regard them as unacceptable.
In circumstances where absences exceed the acceptable levels, the sickness absence record of that member of staff must be reviewed, taking into account the nature of the illnesses, together with the length, frequency and pattern of the absences. Where appropriate, and having reviewed the sickness absence record, managers should conduct an investigation into the absences which will involve meeting with the member of staff. Staff should be advised that they may be accompanied to the meeting by a work colleague or trade union representative. Where appropriate, staff should be told that their level of absence is unacceptable, and be advised of the necessary improvements required over a specific timescale. A referral of staff to the Department of Human Resources - Staff Occupational Health Service (see section 10) should also be considered.
Where the level of absence does not improve within the agreed timescale, or where improvement is not sustained, managers must consult the Department of Human Resources – Business Support to discuss appropriate courses of action, including action taken in accordance with appropriate University procedures.
8. Return to Work Interview
Where a member of staff´s absence record exceeds four periods of absence and/or fourteen days or more within a twelve month rolling period, a return to work interview must be conducted following each subsequent absence. However, return to work interviews may be conducted prior to this trigger point in cases where persistent intermittent absences, and trends and/or patterns of absence are developing which may need addressing.
The purpose of the return to work interview is to provide an opportunity for staff to discuss their health concerns and to achieve an improved attendance record. However, discussing ill health and absences related to sickness may be particularly distressing for some members of staff, and therefore all interviews should be approached in a sensitive manner. It is essential that confidentiality is maintained at all times, and interviews should therefore be conducted in an appropriate and private setting. The return to work interview should be treated as informal management of absence, and care should be taken to ensure that the meeting does not become disciplinary in nature.
Prior to the return to work interview, managers should obtain a Return to Work Interview Form (appendix 1) from the nominated individual within the department. Managers should also obtain accurate information relating to the number and nature of absences over the last twelve months, and ensure that they understand the working patterns of the member of staff.
At the beginning of the return to work interview, the reason(s) for the interview must be clearly explained, and it is important that managers highlight the value of regular attendance at work, and highlight the implications of poor attendance to staff. Where appropriate, the following issues should be discussed: -
- the nature of the absence, and whether the absence is work related
- a review of the member of staff´s attendance record over the previous twelve months
- any issues that may affect the member of staff´s ability to attend work
- whether any preventative measures are being taken to reduce future ill health
- potential involvement of University services, for example the Department of Human Resources - Staff Occupational Health Service and Counselling Services, if appropriate
- identification of any support mechanisms that may be beneficial to the staff member
- an assessment of whether any further action is necessary, and an indication of what this might be.
Any information to be used in the interview, which may include details relating to the number and frequency of absences, must be factual and accurate, taking into account the working patterns of the member of staff. Additionally, it is important that staff are given every opportunity to talk about any problems, whether work-related or not, which may have contributed to the absences.
In cases where managers anticipate that future improvement of attendance will be required, or where it is felt that appropriate adjustments to the member of staff´s working environment or job role may be necessary, they must consult the Department of Human Resources – Business Support for guidance prior to conducting the interview.
During the interview, notes should be made on the Return to Work Interview Form summarising the key points being discussed, including both work related and personal issues. Any further action that is required should be discussed with the member of staff, and where improvement of attendance is required, appropriate and fair timescales should be documented. A copy of the completed form should be given to staff either during, or within two working days of the interview. All completed Return to Work Interview Forms must be kept in a confidential location within the department.
9. Long-term Absence
The University defines absences for a period of four weeks or more as long-term.
In cases where members of staff have been absent from the University for a period of four weeks or more, consideration should be given to whether a referral to the Department of Human Resources - Staff Occupational Health Service would be beneficial. This decision should only be reached once a full understanding of the nature of absence has been gained, and following consultation with the Department of Human Resources – Business Support, particularly where absences relating to serious or terminal conditions are concerned. It is still appropriate to refer such members of staff to the Department of Human Resources - Staff Occupational Health Service where retirement on the grounds of ill health may need to be considered. Where ill health retirement may be a possibility managers should always seek advice from the Department of Human Resources – Business Support at an early point. A referral should also be considered in cases where a prognosis is required to establish the likelihood of a return to work, and where consideration is being given to the possibility of making reasonable adjustments to a member of staff´s working environment or job role.
At this stage, a meeting between the manager and the member of staff may be appropriate, in order to establish the likelihood of a return to work, and the anticipated long-term effect of the illness on the ability of the member of staff to undertake the full scope of their duties. Whilst the meeting is an informal and supportive meeting, staff should be advised that they can invite to the meeting a trade union representative or work colleague. As with return to work interviews, staff may find it difficult to discuss their ill health, and should therefore be treated sympathetically.
Should the period of absence extend a further four weeks, a subsequent meeting may be appropriate.
In cases where staff are unable to attend a meeting held at the University, managers should liaise with the Department of Human Resources – Business Support who will consider whether a home visit is appropriate.
In cases where it is likely that the member of staff will be absent from work due to ill health for longer than eight weeks, managers should inform their customary HR Adviser in the Department of Human Resources, in order that consideration may be given to issuing paper payslips to the member of staff until they return to work.
10. Referrals to the Department of Human Resources - Staff Occupational Health Service
Prior to formally writing to the Department of Human Resources - Staff Occupational Health Service, managers should determine whether the member of staff should be referred to the Staff Occupational Health Service. Managers are encouraged to telephone to make a provisional appointment, at which stage a brief summary of the case is given.
Once a provisional appointment has been made, a letter must then be sent to the Staff Occupational Health Adviser in order to confirm the date and time, and to provide all relevant factual information required by the Adviser to assist them at the appointment (see appendices 2 and 3 for draft letters). A copy of this letter should be forwarded to the customary HR Adviser within the Department of Human Resources. Where specific information is required, or where a medical opinion is sought from the Staff Occupational Health Adviser, this should be made explicit within the letter. The letter may contain a list of questions in order to assist the Adviser in obtaining information that will enable the staff member to be effectively managed and supported.
Once an appointment has been made with the Department of Human Resources - Staff Occupational Health Service, a letter should then be sent to the member of staff advising them of the date and time of the meeting (see appendix 4 for draft letter).
Following the appointment, the Adviser will then provide managers with a confidential report. A copy of this report will also be sent to the Department´s customary HR Adviser within the Department of Human Resources. A reasonable amount of time should be allowed for this report to be sent, and in some circumstances it may be necessary for the Adviser to obtain further information from the member of staff´s G.P. In some cases, the report provided by the Department of Human Resources - Staff Occupational Health Service, and the report from the individual´s G.P., may be seen by the member of staff prior to it being sent to managers. Once the report has been received, managers should determine whether further action (including reasonable adjustments) is necessary, and must take advice from the Department of Human Resources – Business Support at this point.
Should the report recommend consideration of retirement on the grounds of ill health, managers must liaise immediately with the Department of Human Resources – Business Support.
11. Reasonable Adjustments
The Department of Human Resources – Business Support must be notified of all cases where reasonable adjustments have been suggested by the department, individual, or by the Department of Human Resources - Staff Occupational Health Service. If considered appropriate and practicable, a representative from the Department of Human Resources – Business Support will meet with the manager and staff member to discuss the options available. The staff member should be advised that a work colleague or trade union representative may accompany them. If reasonable adjustments are to be made, managers will be responsible for ensuring their implementation.
Whilst, in the first instance, departments are expected to meet the cost of any necessary adjustment, financial assistance may be available to departments from other sources. Assistance may be available via Access to Work, who form part of the Regional Disability Service, which is part of the Department for Work and Pensions. Depending upon the nature of the potential adjustment the Access to Work team may provide a contribution towards the costs of the adjustment. Claims for financial assistance from Access to Work should be made at an early point. Managers wishing to explore this option should seek advice from their customary HR Adviser within the Department of Human Resources. Where financial assistance from Access to Work is unavailable or insufficient to cover the total cost, and where a department has insufficient funds to meet the remaining cost of adjustments, an application should be made to the University´s Central Fund for Reasonable Adjustments. Further information, including appropriate forms and application criteria may be found on the Department of Human Resources´ web pages.
In cases where reasonable adjustments cannot be made, managers should consult the Department of Human Resources – Business Support to discuss other options that may be available, including redeployment.
12. Forms and draft letters
Forms and letters are available via the links to the right of this page.