How to carry out an Informal Monitoring/Review Meeting (having earlier conducted a Return To Work Interview)

For the Sickness Absence Procedure

The below information is for guidance purposes only, as it is recognised that the Manager will need to determine how best to manage any such meeting given the individual circumstances of the case.

Please ensure that all discussions during this process are fair, appropriate and above reproach.

  • Gather all the facts before the meeting to monitor/review their RTW, (reviewing any RTW forms/sickness data, previous notes/correspondence etc.).
  • Check if the agreed actions/targets/reasonable adjustments (if any), have been achieved/implemented. If not why?
  • Identify any specific issues of continuing concern to be explored
  • Choose a private location and provide adequate time to discuss/explore the issues.
  • Notify employee of informal meeting, via face to face communications, or phone/email (consider any requests to be accompanied).
  • Briefly identify what you wish to discuss at the meeting.

  • Hold an informal review meeting, emphasising that this an informal meeting aimed at supporting the individual in reaching and maintaining sufficient attendance levels and where relevant addressing any other related concerns.

  • When discussing issues relating to ill health and sickness absence with a staff member, advise that the conversation will remain confidential, but that it may be necessary to disclose certain details to relevant parties to ensure all relevant support is considered, and the University’s duty of care is met.
  • Discuss how they feel the RTW is going, and how any support that may have been implemented is working. Review the impact of any reasonable adjustment.  See Reasonable Adjustments
  • If relevant constructively explain any on-going concerns, provide examples and keep your comments objective. Outline the impact these concerns are having on the department/area of work/colleagues.
  • Ensure that some positive feedback is provided, where possible.
  • Acknowledge any factors beyond the employee’s control.
  • Reaffirm any required standards or expectations which are not being met.
  • Explore together any possible reasons/specific problems/underlying issues preventing them from attaining sufficient attendance levels/improvement (e.g. any work related/personal issues).
  • Explore how issues can be addressed. Consider any suggestions the employee may offer to address the concerns.
  • Seek advice (if necessary).
  • Clearly explain expectations and the need for sustained improvement.

  • Together discuss and agree any follow up action/targets/SMART objectives and responsibilities for attaining a sustained improvement.
  • Identify whether there is anything else you can reasonably do to help the employee to attain acceptable attendance levels.
  • Consider need for external support (Workplace Health & Wellbeing, Counselling etc.) if relevant. (Where a referral to Workplace Health & Wellbeing is considered appropriate the individuals informed consent should be sought, and the information leaflet in relation to Workplace Health & Wellbeing should be provided).
  • Advise that the key points of discussion will be recorded and sent to the employee for information.
  • Advise of next monitoring/review meeting date/time if relevant.
  • Where relevant, explain that there has been sufficient sustained improvement in attendance, and that as such, no further action/review meeting will be necessary. However, should these improved levels of attendance deteriorate it may be necessary for further action to be taken.
  • Where relevant, explain that insufficient sustained improvement may lead to more formal action.
  • NOTE: At the final review meeting if sufficient sustained improvement has not been attained the employee should be advised that the manager will have to consider the situation and determine next steps, which could include formal action, in line with the Sickness absence management policy, and that they will be advised in writing as to the outcome of these considerations (In some cases, further exploration of the facts may be required, possibly via a case management meeting, seek guidance as appropriate from HR).
  • Outline what such formal action could involve (see section 9.10 of procedure)
  • Check if the individual wishes to add anything or has any questions to ask.

  • Record summary of the discussions and share with employee, (including any agreed actions and timescales for improvement etc).
  • Ensure that the records are factual and constructive.
  • Write to employee summarising the outcome of discussions and any next steps (see template letters).
  • Store records securely, as these may be subsequently required within later procedural stages and shared with all relevant parties, including the employee.

  • Regularly monitor and provide feedback on an on-going basis.
  • Address any new concerns as they arise.
  • If process is failing to improve attendance consult with your HR representative to consider case.