DOCUMENT CONTROL:
Version: 4 .1
Ratified by: Human Resources and Organisational Development
Policy and Planning Group
Date ratified: 5 May 2011 (amended 31/07/2012)
Name of originator/author: HR Team Manager/Senior HR Advisor Name of responsible
committee/individual:
Human Resources and Organisational Development Policy and Planning Group
Date issued: 1 September 2011
Review date: May 2014
Target Audience All Staff
CONTENTS
SECTION PAGE NO
1. INTRODUCTION 4
2. PURPOSE 4
3. SCOPE 4
4. RESPONSIBILITIES/ACCOUNTABILITIES AND DUTIES 5
4.1. Board of Directors 5
4.2. Lead Director 5
4.3. Line Managers/Appointing Officers 5
4.4. Individual Employees 6
Human Resources 6
4.5. Occupational Health 6
5. PROCEDURE/IMPLEMENTATION 7
5.1. General Principles 7
5.1.1. Organisational Overview of Sickness Absence 7 5.1.2. Analysing Sickness Absence Data 7
5.2. General Sickness Absence Procedure 8
5.2.1. Reporting Procedure 8
5.2.2. Recording Procedure 8
a. Accidents at Work 9
b. Partial Sick Days 9
5.2.3 Support Mechanisms 9
5.2.4 Role of Occupational Health 10
5.2.5 Annual Leave whilst on periods of long term sickness 10
5.2.6 Sickness whilst on annual leave 10
5.2.7 Working Whilst sick 10
5.2.8 Sick Pay Entitlements 11
5.3 Types of Sickness Absence 11
5.3.1 Short Term/Intermittent Periods of Absence 11 5.3.2 Continuing Periods of Absence/Long Term Absence 11 5.3.3 Disability-Related Sickness Absence 11 5.3.4 Pregnancy-Related Sickness Absence 11
5.3.5 Cosmetic Procedures 12
5.4 Management of Long Term Sickness Absence 11
5.4.1 Keeping in Touch 12
5.4.2 Early Intervention 12
5.4.3 Phased Returns 13
5.4.4 Workplace Adjustments 14
5.4.5 Case Conferences 14
5.4.6 Termination on the grounds of ill health/capability 14
5.5 Return to Work Interview 15
5.6 Attendance Management Procedure 16
5.6.1 Trigger Points 16
5.6.2 Informal Attendance Management Procedure 16
a. Attendance Meeting 17
b. Monitoring 17
5.6.3 Formal Attendance Management Procedure 18
a. Time Limits 20 b. Dismissal 20 c. Right of Appeal 20 d. Delegated Authority 21 5.7 Further Guidance 21 6. TRAINING IMPLICATIONS 22 7. MONITORING ARRANGEMENTS 23
8. EQUALITY IMPACT ASSESSMENT SCREENING 24
9. LINKS TO OTHER PROCEDURAL DOCUMENTS 24
10. REFERENCES 24
11. APPENDICES 25
Appendix A Sickness Absence Notification Procedure 26 Appendix B Sickness Absence Reporting Form 28 Appendix C Sickness Absence Notification Form 29 Appendix D Staff Absences Notification to Pay Services
Form 30
Appendix E Keeping in Touch Form 32
Appendix F Keeping in Touch Principles 33
Appendix G Checklist for employees on long-term
sickness absence 35
Appendix H Attendance Management Flow Chart 37 Appendix I Calculation of Bradford Factor 38
Appendix J Return to Work Interview Form 39
Appendix K Letter templates 41
a) Requirement to Attend Informal Attendance Meeting 41 b) Outcome Letter of Informal Attendance Meeting 42 c) Requirement to Attend Review Meeting 43
d) Outcome Letter of Review Meeting 44
e) Attendance Hearing outcome letter 45
Appendix L Sickness Absence Monitoring Review
1. INTRODUCTION
The Trust aims to ensure that employees who work for Rotherham Doncaster and South Humber NHS Foundation Trust are able to make the most effective contribution, individually and collectively, to improving the services that the Trust provides.
The Trust, strives to improve the quality of working life for staff. Managing sickness absence and improving sickness absence rates is an indicator of creating both a healthier and more efficient workplace.
The Trust is also committed to providing cost efficient services to the communities it serves. Employee absence is a significant cost to the trust, in addition to the direct costs of employee absence (paying sick pay and often paying someone else to perform the absent employee's work), high levels of absence can demotivate those employees who have to take on the absent employee's work, cause all-round disruption to productivity and adversely affect an employer's continuity of service to its clients.
2. PURPOSE
The purpose of this policy is to ensure a fair and consistent approach to the management of sickness absence throughout the Trust, ensuring that the following aims are met:
– the promotion of employees’ health, safety and welfare – the efficient use of resource
– the identification of changes necessary in working practices or environment – the compliance of the Trust with relevant employment legislation e.g.
Equality Act 2010
– to achieve the targets for absence reduction set by the Trust
It also aims to enable managers to deal effectively with problems associated with managing sickness absence amongst individual staff within their area. It sets out the process to follow when staff hit the locally agreed triggers points for sickness absence.
3. SCOPE
This policy/procedure is specific to the management of sickness absence and neither the Policy in relation to the Trust Disciplinary Procedure, nor the Policy for Managing Poor Performance should be used where the concern relates to sickness absence. This policy and procedure will always be used in such circumstances.
4. RESPONSIBILITIES, ACCOUNTABILITIES AND DUTIES 4.1. Board of Directors
The Board of Directors are accountable for the overall wellbeing of employees of the Trust whilst at work.
It is the duty of the Board of Directors to gain assurances from the directorates/business divisions that this policy is being implemented appropriately in order to balance the needs of the employees with the needs of the organisation and its services.
4.2 Lead Director
The Director of Workforce and Organisational Development has responsibility for the implementation of this policy and coordination of an appropriate communication / training strategy, together with ensuring that appropriate monitoring arrangements are in place.
4.3 Line Managers/Appointing Officers
It is the responsibility of the line manager/appointing officer to;
• recognise situations at an early stage which may lead to health problems and undertake risk assessments so that a safe and conducive working environment is maintained in accordance with the requirements of the Trust’s Health and Safety Policy Statement. [Reference should be made to the Risk Assessment processes set out in the Trust’s Health and Safety Policy Statement and in the Policy Framework for Positive Management of Pressure/Stress in the Workplace]
• ensure their employees' attendance records are up-to-date.
• ensure that employees are aware of the notification procedure when reporting sickness.
• ensuring each employee is seen as soon as he or she returns to work from each period of sickness absence.
• ensure that appropriate action/documentation, i.e. return to work interview/form, is completed and that appropriate information, where applicable, is sent through to pay services in a timely manner.
• meet with staff prior to the expiry of their occupational sick pay entitlement. • provide support and advice through the use of Occupational Health where
appropriate
• ensure that an effective system is in place and to monitor overall absence patterns against it
• [Subject to their delegated authority (see section 5.3.10.d)], to take the appropriate action set out in the procedure which follows to manage their concerns about the sickness absence levels of their staff
• be aware of the support mechanisms which are available for employees, as detailed in Section 5.2.3 and how to access the support mechanisms timely.
• to make every reasonable effort to consider any reasonable adjustments to an employees working environment/duties and responsibilities and to find suitable alternative employment or to provide reasonable retraining opportunities wherever possible where an employee, due to health reasons, is prevented from carrying out their duties and responsibilities of their original post.
• ensure that employees are made aware that misrepresentation of sickness absence (including the production of self certification and medical
certificates) may be considered as fraud and ensure employees are aware of Counter Fraud Policies and services which could result in disciplinary action including dismissal.
4.4 Individual Employees
It is the responsibility of each employee to;
• co-operate fully with Trust policies and procedures in managing sickness absence
• ensure that they make every effort to maintain their health and regular attendance at work
• communicate appropriately with their manager when absent from work • identify any work related issues which may impact adversely on their
health
• be aware of the impact their absence has on their work colleagues. 4.5 Human Resources
It is the responsibility of the Human Resources Department to;
• monitor and report on sickness absence levels to directorate/business divisions and through senior management meetings.
• support and advise managers in the application of this procedure, ensuring consistency is applied.
4.6. Occupational Health
It is the responsibility of the Occupational Health department through a service level agreement to;
• advise on any adaptations/reasonable adjustments that managers need to consider on an employees return to work following absence due to ill health.
5 PROCEDURE/IMPLEMENTATION 5.1 General Principles
The Trust will act as a reasonable employer at all times in its dealings with employees who suffer illness or incapacity, whether temporary or permanent.
All employees will be treated as individuals and their needs and individual circumstances taken into account.
The employee will be given reasonable opportunities to explain the reasons relating to their sickness absence
The employee should be informed in advance of any monitoring to be put in place as a result of sickness absence
• The employee should be informed in advance of any Attendance Hearing and the process that will be followed.
A reasonable balance will be struck between the needs and expectations of the service for continuity of attendance and of the employee for due consideration to be given to his /her circumstances.
5.1.1 Organisational Overview of Sickness Absence
The Workforce and Organisational Development Department will provide sickness absence information to the Human Resources and Organisational Development Policy and Planning Group, whose members include Non Executive and Executive Directors of the Trust. This information is broken down to include the following;
o Directorates/Business Division sickness absence figures o Long and Short-term sickness absence
o Reasons for absence
This information, which is provided monthly, enables the Trust to consider whether further measures need to be taken in the management of sickness absence Trust wide. Any proposed changes/measures will be discussed and agreed at Trust Staff Council.
5.1.2 Analysing Sickness Absence Data
5.2 General Sickness Absence Procedure 5.2.1 Reporting Procedure
Managers should ensure that employees are made aware of the sickness absence notification procedure. (Please refer to Appendix A)`
A Trust Sickness Absence Notification form (Appendix C) is required from the first day of absence. This should cover the first to the seventh day of sickness, Certificates are available from Line Managers and should be completed at the return to work interview by the employee.
For absences exceeding seven days a medical certificate must be submitted immediately thereafter and, if the illness continues, subsequent certificates must be submitted immediately on the expiry of the previous one. There are occasions when employees may be well enough to return to full or modified duties before their medical certificate expires. If an early return to work can be accommodated it must be with the agreement from Occupational Health and the Manager/Supervisor.
A medical certificate can either be:-
[a] A Statement of Fitness to Work - Form Med 3, which will be issued by General Practitioners;
[b] A private medical certificate; or
[c] A Hospital In-Patient certificate (Form Med 10) where appropriate. A Statement of Fitness to Work (Form Med 3) is required if after discharge from hospital the employees is still unfit for work.
Two of the conditions excluding payment of Statutory Sick Pay are that: [a] The employee is abroad outside the European Community. [b] The employee is in legal custody.
Should either of these situations occur during sickness, pay services must be notified immediately to ensure no overpayment.
5.2.2 Recording Procedure
It should be emphasised that employees have the right to confidentiality regarding illness/domestic or personal issues therefore considerable care should be given to the security of records. Those responsible for maintaining sickness records must ensure that absence records are held in a secure place.
If the employee is unwilling and/or unable to discuss such circumstances with their immediate Line Manager, an opportunity must be given for the employee to discuss their concerns with another manager who may then seek HR involvement. .
a. Accidents at Work
Managers should be aware of the reporting requirements related to specific absences attributed to an accident at work. These are to be found within the Incident Reporting Procedure – Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) located within the Trust Health and Safety policies.
Any accident at work must be recorded on the appropriate system/form. (IR1/Safeguard).
Where absence results in a loss of pay following an accident at work, advice should be sought from the HR Department concerning eligibility to pursue an application under the NHS Injury Benefit Scheme.
b. Partial Sick Days
If less than half a shift is worked due to sickness, the full day should be recorded as a sickness absence, for both the purposes of sick pay and for the sickness absence monitoring process.
If more than half a shift, but less than a full shift is worked due to sickness, the day should not be recorded as a sickness absence, for the purposes of sick pay. However, the absence should be recorded by the manager as part of the monitoring process as it may contribute to patterns of absence.
5.2.3 Support Mechanisms
The welfare of all employees is paramount to the Trust therefore a number of support mechanisms are available:
• Occupational Health Departments • External Counselling Service* • Back Care Advisor
• Fast Track Physiotherapy*
The above are illustrative rather than exhaustive.
The Trust also provides, jointly with Staff Side Representatives/Professional Organisation Representatives, in-house training opportunities to managers in relation to the management of sickness absence and also to all staff and managers in relation to Positive Management of Pressure - Stress in the Workplace.
5.2.4 Role of Occupational Health
The Occupational Health department provides support to the Trust and its employees by offering advice on ways to address occupational health problems. It is not expected to take on the management role but to provide an objective assessment from a clinical perspective of any situation brought to their attention. It is a condition of employment for all staff that they must attend the Occupational Health Department if referred by Trust management.
5.2.5 Annual Leave during periods of long term sickness
During a period of long term sickness, as defined in Section 5.3.2, an employee can request to take a period of annual leave whilst absent from work. All requests for annual leave must follow the normal annual leave request protocols which are in operation within the area of work. If the request is approved, the employee’s sickness episode will close, they will take the period of annual leave and then either return to work at the end of the agreed annual leave or alternatively recommence their sickness absence.
5.2.6 Sickness whilst on Annual Leave
If an employee is ill whilst on annual leave and they wish to reclaim the annual leave which has not been taken as a result of their illness/sickness, the employee must follow the sickness absence notification procedures as detailed in this procedure. This period of sickness absence will be considered as part of the employees overall sickness absence record and may result in a trigger point being enacted. Employees will not be entitled to an additional day off if sick on a statutory holiday in accordance with Agenda for Change Terms and Conditions of Service.
5.2.7 Working Whilst Sick
5.2.8 Sick Pay Entitlements
Employees absent from work owing to illness will be entitled, subject to compliance with the absence reporting requirements contained within this policy, to receive sick pay in accordance with the scale below
• during the first year of service – one month’s full pay and two months’ half pay;
• during the second year of service – two months’ full pay and two months’ half pay;
• during the third year of service – four months’ full pay and four months’ half pay;
• during the fourth and fifth years of service – five months’ full pay and five months’ half pay;
• after completing five years of service – six months’ full pay and six months’ half pay.
5.3 Types of Sickness Absence
5.3.1 Short Term/Intermittent Periods of Absence
A short term absence is an absence of up to 4 working weeks for the employee in question.
5.3.2 Continuing Periods of Absences / Long Term absence
An absence of longer than four working weeks of the employee in question.
5.3.3 Disability-Related Sickness Absence
Under the Equality Act 2010 there is a legal requirement to make reasonable adjustments. If an employee’s sickness absence is disability-related, the manager should contact the HR Department/Occupational Health for specific advice.
5.3.4 Pregnancy-Related Sickness Absence
In cases of sickness absence related to pregnancy, further information is available in the ‘Maternity Leave and Pay Guidance Notes’ and also the ‘Pregnant & Nursing Mother Policy & Procedure’.
5.3.5 Cosmetic Procedures
Employee’s who chose to undergo cosmetic procedures, where there is no medical reason must take annual leave or unpaid leave for their absence Any requests for annual leave or unpaid leave must be made in accordance with the normal protocols.. In these circumstances Managers must contact Human Resources for advice.
The above list is not exhaustive.
5.4 Management of Long-Term Sickness Absence 5.4.1 Keeping in Touch
Employees should keep their manager informed of the possible length of time they may be off work due to illness, as well as submitting their statement of fitness for work from their G.P (if applicable) in a timely manner and covering the whole period of sickness absence.
It is also the responsibility of the manager to keep in touch with their member of staff who is absent due to ill health, whether this is of a short or long term nature. The nature of this communication should take account of the employee’s preferences as stated in their completed Keeping in Touch Form (see Appendix E).
Following initial contact further contact should be made, at the latest, within one month of an employee becoming unwell, either by telephone or in writing as per the Health and Safety Executive guidance.
If the sickness absence continues, subsequent contact should be pursued in line with the Keeping in Touch Principles (see Appendix F). As a minimum a meeting should be convened with the employee prior to any reduction or expiry of occupational sick pay entitlement.
5.4.2 Early Intervention
The National Institute for Health and Clinical Excellence (NICE) long-term sickness absence and incapacity for work guidance recommends that organisations meet with their employees ideally between 2 and 6 weeks of the employee commencing long term sickness absence, as early intervention will improve the effectiveness of returning employees to work with the appropriate support, in a timely manner.
The checklist ensures that managers and employees work together to plan and put into practice any agreed activities and also prompts discussions on the following;
- determining the reason for sickness and prognosis for returning to work (how likely it is that employees will return to work)
- have the employees any perceived (or actual) barriers to returning to work (including the need for workplace adjustments – see paragraph 5.4.4) - are there any actions required such as;
o Occupational Health referral (employees should be referred to Occupational Health if they are off work longer than 4 weeks)
o Assessment by back care advisor o External Counsellors
o Physiotherapy 5.4.3 Phased Returns
A phased return should be considered if employees have been off long term due to ill health and the phased return will support them to return to the work environment.
A phased return can be recommended by Occupational Health or through agreement between manager and employee.
Each phased return will be designed around an individual employee with clear expectations and objectives for the employee to support them back into the workplace and to undertake the main duties of their role. The phased return should not normally exceed 4 weeks and can be less than 4 weeks, according to advice from Occupational Health.
The organisation will support a phased return to work in accordance with the following guidelines. The organisation will fully support the first two weeks of a four week phased return. Following this, for the remainder of the phased return, the employee will be required to take annual leave; time in lieu; flexi leave or unpaid leave for the days / hours they are not in work.
Example: A phased return to work of 4 weeks is recommended; the staff member is full time and works 5 days:
Advice from HR should be sought on facilitating any phased return of less than/more than 4 weeks and queries relating to phased returns for part-time staff, or where a request for a 4 week phased return varies from the example given in the table above.
5.4.4 Workplace Adjustments
Workplace adjustments will normally be recommended through Occupational Health and back care advisors, and line managers must implement the adjustments, in consultation with human resources, if they are considered reasonable and viable for the employee and the service. These adjustments may be made on a temporary or a permanent basis, and regular reviews should take be undertaken to ensure they are appropriate.
The different types of workplace adjustments that may be considered are; • Phased returns (please see above)
• Changing hours/work patterns
• Moving tasks to a more accessible area • Providing alternative work
• Proving new or modifying existing equipment and tools • Modifying work furniture
• Additional training
• Providing supervision and/or mentor
The above list is not exhaustive and other adjustments may be suggested by occupational health. Staff Side Representatives/Professional Organisation Representatives can be involved in the identification and agreement of workplace adjustments.
5.4.5 Case Conferences
For employees who have complex or difficult health issues, managers can request a case conference involving Occupational Health, Human Resources, Trade Unions/ professional organisations and particular specialists if applicable.
5.4.6 Termination on the Grounds of Ill Health/Capability
The decision to terminate an employee’s employment on the grounds of ill health/capability will be made after all other options have been considered. This will involve consultation with the employee, obtaining medical advice and reviewing whether or not there are any other jobs the employee could reasonably undertake.
• Has Occupational Health/medical advice been requested? • Have any adjustments been suggested / implemented? • Is there further specialist advice/support that can be utilised? • Has a return to work plan/date been put in place?
• Has redeployment been considered?
• What is the impact of the employee’s absence on the service/business? o Is this sustainable?
• Has the Trust treated the employee reasonable and fairly? Human Resources must be consulted throughout this process.
If the advice given supports ill-health retirement and where an employee is superannuable, this should be pursued and further detailed advice sought from the Pensions Department in liaison with the Human Resources Department. It should, however, be noted that ill-health retirement is a process which is independent of ill health/capability dismissal, and that the decision as to whether an employee should be allowed to retire on the grounds of ill health is taken by the NHS Pensions Agency, independently of the Trust.
5.4.7 Reinstatement of Sick Pay
Sick pay for those who have exhausted sick pay entitlements should be reinstated at half pay, after 12 months of continuous sickness absence, in the following circumstances:
• employees with more than 5 years reckonable service:- sick pay will be reinstated if sick pay entitlement is exhausted before a final review meeting for long term absence has taken place;
• employees with less than 5 years reckonable service:- sick pay will be reinstated if sick pay entitlement is exhausted and a final review* does not take place within 12 months of the start of their sickness absence.
Reinstatement of sick pay should continue until the final review meeting has taken place. Reinstatement of sick pay is not retrospective for any period of zero pay in the preceding 12 months of continuous absence.
These arrangements will only apply where the failure to undertake the final review meeting is due to delay by the Trust. This provision will not apply where a review is delayed due to reasons other than those caused by the Trust. * In certain circumstances where this is not possible due to the nature of the illness the manager must ensure that the appropriate dialogue/correspondence to cover the issues a final review meeting would normally address.
Irrespective of the length of absence, a return to work interview should be conducted either on the employee’s first day back at work or as soon as possible thereafter. The interview should be carried out sympathetically, in private and should be aimed at confirming the cause of the absence, indicating the Trust’s interest in the welfare of the employee and establishing whether any support can prevent the type of absence from impacting upon the employee’s continuity of attendance. Relevant documentation should be completed. (Please refer to Appendix J)
5.6 Attendance Management Procedure
In dealing with sickness absence, the Trust must ensure a consistent approach between departments and various categories of staff. In order to ensure this consistent approach the following procedure should be applied for all employees. In each instance, the particular type of absence is accompanied by a trigger point at which managerial action should be instigated.
To assist managers and their staff in understanding the procedure set out below, a flowchart is attached at Appendix H
5.6.1 Trigger Points
The following criteria represent a standard by which managers can recognise when it is time to initiate a process with the employee to address the level and/or nature of his/her absence(s) and its effect upon the employee’s provision of continuous service. These standards are referred to as “trigger points” as they prompt the line manager to take the relevant action as set out in sections 5.5.3 and 5.5.4 below.
An employee will be deemed to have hit a trigger point if they have any one or more of the following:
• 3 episodes of sickness absence during a continuous 4 month period
• 30 days continuous sickness absence
• 5 episodes of sickness absence during a continuous 12 month period
• A Bradford Factor Score of 80 or above*
(*Explanation and calculation of the Bradford Factor can be found at Appendix I.)
5.6.2 Informal Attendance Management Procedure a. Attendance Meeting
If, at the return to work interview (see section 5.5) it is established that the employee has hit a trigger point, as detailed above, the appropriate manager should, at the earliest opportunity arrange to discuss this with the employee. Ideally, this should take place as part of the return to work interview, but where this is not possible a separate Attendance Meeting should be arranged as soon as possible, which could be the same day.
The discussion during the informal attendance meeting should include: • The dates and reasons given for their absence/s
o There should be a full discussion with the employee who should be
given the opportunity to fully explain the circumstances of their absence/s.
• Any underlying reasons for absence
o E.g. Medical problem, domestic difficulties, problems with work or
working relationships.
• Advice and discussion of possible options for employee: o Seeking advice from their General Practitioner. o Referral to Occupational health.
o Referral to Physiotherapy / Counselling Services.
o Temporary or permanent change to working arrangements.
Consideration should be given to whether reasonable adjustments under the Equality Act 2010 are appropriate.
• Reassurance to the employee that the purpose of the meeting is to support them to attain the required levels of attendance. However employees should be made aware of the consequences of continued absence, for example:
o Effect on the provision of service / pressure on work load of
colleagues.
o Lead to formal action, i.e. issue of attendance warning. o Potentially put their continuation of employment at risk. • Confirm monitoring period and associated target to be put in place
o Six months monitoring with a review meeting after three months. o Set new target not to hit a Bradford Factor Score of 10 or above or
reach any of the other triggers in this monitoring period (other than the trigger which instigated the monitoring)
o Agree a review meeting date.
• Confirm discussions in writing along with any actions to be taken. o Include copy of this procedure for their information.
(A Sickness Absence Monitoring Review Meeting Form can be found at Appendix L)
If, it is identified at a Return to Work Interview that the employee has hit a Bradford Factor Score of 10 or above and/or has reached any of the other trigger points (excluding the original trigger that instigated the monitoring period) the manager should contact the HR Department, in order to instigate the Formal stage of the Procedure. (This may negate the need for a Review Meeting).
Alternatively, if, during the first 3 months of the monitoring period the employee does not hit any of the trigger points, the Review Meeting should be convened as planned and the employee should be informed that their attendance will continue to be monitored for the remaining 3 months, under the same conditions as before.
5.6.3 Formal Attendance Management Procedure
As stated above, if, during the monitoring period, the employee hits a trigger point, an Attendance Hearing should be arranged to take place no earlier than 3 months into the monitoring period. Only in exceptional circumstances should an Attendance Hearing take place before the 3 months review stage and this should be agreed with the HR Department.
The formal sanctions that could be considered during the Attendance Hearing are as follows:
• First caution • Second caution • Final caution • Dismissal.
The hearing should be conducted by a manager with the appropriate level of delegated authority (Delegated authority to deal with attendance hearings will mirror the Schedule of Delegated Authority to deal with Disciplinary Matters within the Policy in Relation to the Trust Disciplinary Procedure) in the presence of a Human Resources Advisor. The employee should receive written notification about the hearing and their right to representation, normally providing seven calendar days notice.
Employees will be advised, in writing, that where a scheduled Attendance Hearing is not convened due to the employee’s absence because of ill health, the monitoring period will be extended until the date of the actual Attendance Hearing or alternatively a referral to Occupational Health may be made to clarify whether the employee is fit to attend the hearing.
If an Attendance Hearing is cancelled on two consecutive occasions due to the non attendance or failure of the employee to attend, the hearing will be conducted in the absence of the employee.
• The employee’s sickness record / absence from work.
• The reasons why the employee has failed to meet the required levels of attendance.
• The action to be taken to achieve an acceptable standard of attendance
The panel will, as part of its deliberations, consider the whole history of an employee’s sickness absence record in order to reach a measured judgement about the appropriate action to be taken. Consideration will also be given to the context of any absence, for example, if it resulted from an accident at work.
Regardless of whether or not a caution is to be issued, the Panel can also consider the following actions during the hearing;
• Referral to Occupational Health • Work Related Adaptations
o If the cause of the absence appears to be work related the
manager should consider the possibility of alternative work arrangements.
o Undertake Risk Assessment.
Unless the outcome is dismissal, the employee will be informed that the target will be not to hit a Bradford Factor Score of 10 or above within the 6 months following the Attendance Hearing or reach any of the other triggers in the Attendance Management Procedure (the trigger which instigated the monitoring will be excluded).
The Manager will confirm the outcome of the attendance hearing discussions in writing (Appendix Ke) including the agreed course of action. If it is appropriate to issue one of the above cautions, then the employee should have this confirmed in writing, usually within seven calendar days of the Attendance Hearing decision. According to the level of caution issued and to the subsequent record of the employee, it may be necessary to repeat Stage One or Two as appropriate.
A letter of caution must include:
• The level/ periods of sickness absence.
• Reason for the actions together with a summary of the facts on which the caution is being based.
• A statement of what is expected of the employee in the future.
• Confirmation that this will be retained on the employee’s personal file. The type of caution will be specified (e.g. First caution or Second caution etc.) as will any time limit given for improvement or review.
taken at the end of the review period or whether Management reserve the right to take some further action at any time during the period.
• Notice that further unsatisfactory attendance levels are likely to result in further action / higher level of caution
• A statement of the employee's right and method of appeal.
All Attendance Hearing outcome letters must be either handed to the employee in the presence of a reliable management witness or be posted to their stated or last known home address, with a copy, given to the employee's representative. Attendance Hearing outcome letters are official records and as such should not be destroyed. Consequently when a caution is no longer extant (in force) it will be disregarded but remain on the employee's file.
a. Time Limits
The following limits will prevail in respect of the different types of caution: • A First Caution will remain extant for a period of six months.
• A Second Caution will remain extant for a period of nine months.
• A Final Caution will remain extant for a period of twelve months from the date of the letter of caution.
Management reserve the right to extend and/or re-issue cautions following an appropriate attendance hearing process.
Where a caution is issued, monitoring will continue until the date the caution expires, this will be reviewed every 3 months.
b. Dismissal
Where a decision has been taken to dismiss an employee due to the persistent unacceptable levels of sickness absence, this would be on the grounds of capability i.e. the employee is no longer capable of maintaining the required levels of attendance expected in order to undertake the full duties of the post. The facts of the dismissal must be confirmed by letter. The letter will include:
• A statement of the full reason for dismissal, together with a summary of the facts leading to the decision, including overall sickness record, if applicable. • Full details of the relevant previous extant cautions taken into consideration. • Confirmation of the employee's right and method of appeal, giving time
limits for appeal and stating how and to whom the appeal may be addressed.
c. Right of Appeal
Employees (other than Executive Directors and certain second-in-line officers who can only be dismissed by a decision of the Trust) have the following rights of appeal:
i. against the issue of a first caution, second caution and final caution, to the next higher level of management not previously involved. The appeal to be lodged within 21 calendar days of the date of the letter of caution. ii. against the issue of a dismissal, to the Director/Chief Executive within 21 calendar days of the date of the letter of notice of termination. The appeal will be heard by a sub committee of the Board of Directors.
Such appeal hearings should take place within five weeks of the receipt of the appeal by the Trust although it may in exceptional circumstances be entitled to extend this period. The employee shall be given at least fourteen days notice of the date of the appeal hearing.
d. Delegated Authority
The Schedule of Delegated Authority for taking action under the Formal Absence Management Procedure will mirror the Schedule of Delegated Authority to deal with Disciplinary Matters within the Policy in Relation to the Trust Disciplinary Procedure
5.7 Further guidance
Further guidance on appropriate action which should be undertaken in relation to sickness absence can be obtained from the following:
Effective Management of Sickness Absence Handbook
Policy Framework for Positive Management of Pressure/Stress in the Workplace
6. TRAINING IMPLICATIONS
Staff groups requiring training
How often should this be undertaken
Length of training
Delivery method Training delivered by
whom
Where are the records of attendance held?
Managers
Once on policy change
Updates of any policy changes via
team brief 1 day
Managing Sickness
Absence Training HR Department ESR/Personal Files
Human Resources
On appointment and thereafter if
needed Variable Local induction and
personal coaching HR Managers ESR/Personal Files
Staff Side
Once on policy change
Updates of any policy changes via
team brief Variable
Managing Sickness Absence Training
Personal Coaching
HR Department
Regional Staff Side Representatives
7. MONITORING ARRANGEMENTS
Areas to be monitored How Who by Reported to Frequency
Compliance with this policy
Feedback about experience of
implementing the policy Data collected from attendance hearings
HR Advisors, Line Managers and Staff Representatives HR Advisors Director of Workforce, Organisational Development Head of Workforce Support & Development & Directorate/Business Divisions As occurs Annually Quarterly
Trust Absence levels ESR Reports
ESR Reports
HR Advisors
HR Manager
Business Division/ Directorate meetings HR and OD Policy and Planning Group
Quarterly
8. EQUALITY IMPACT ASSESSMENT SCREENING
The completed Equality Impact Assessment for this Policy has been published on the Equality and Diversity webpage of the RDaSH website click here
Privacy, Dignity and Respect
The NHS Constitution states that all patients should feel that their privacy and dignity are respected while they are in hospital. High Quality Care for All (2008), Lord Darzi’s review of the NHS, identifies the need to organise care around the individual, ‘not just clinically but in terms of dignity and respect’.
As a consequence the Trust is required to articulate its intent to deliver care with privacy and dignity that treats all service users with respect. Therefore, all procedural documents will be considered, if relevant, to reflect the requirement to treat everyone with privacy, dignity and respect, (when appropriate this should also include how same sex accommodation is provided).
Indicate how this will be met
No issues have been identified in relation to this policy.
9. LINKS TO OTHER PROCEDURAL DOCUMENTS
Guidance Handbook – Effective Management of Sickness Absence Health and Safety Policy Statement – Health and Safety Policies
Policy Framework for Positive Management of Pressure/Stress in the Workplace – Employment Policies, Part 2 Section B
Maternity Leave and Pay Guidance Notes – Employment Policies, Part 2 Section A Pregnant & Nursing Mother Policy & Procedure - Health and Safety Policies
Policy in Relation to the Trust Disciplinary Procedure - Employment Policies, Part 2 Section B
10. REFERENCES
Agenda for Change Terms and Conditions Services Handbook 4/2010 Equality Act 2010
Health and Safety Executive Guidance on Absence Management 2004 The Information for Health and Social Care Website (NHS I-View)
11. APPENDICES
Appendix A Sickness Absence Notification Procedure Appendix B Sickness Absence Reporting Form Appendix C Sickness Absence Notification Form
Appendix D Staff Absences Notification to Pay Services Form Appendix E Keeping in Touch Form
Appendix F Keeping in Touch Principles
Appendix G Checklist for employees on long-term sickness absence Appendix H Attendance Management Flow Chart
Appendix I Calculation of Bradford Factor Appendix J Return to Work Interview Form Appendix K Letter templates
Appendix A ROTHERHAM DONCASTER AND SOUTH HUMBER MENTAL HEALTH NHS
FOUNDATION TRUST
SICKNESS ABSENCE NOTIFICATION PROCEDURE GUIDANCE FOR STAFF
WHAT TO DO IF YOU ARE UNABLE TO REPORT FOR DUTY BECAUSE OF SICKNESS 1 You MUST notify your head of department or nominated deputy.
Only in exceptional circumstances should a friend or relative make contact on your behalf.
If your head of department or nominated deputy are not available, you should leave your contact details to enable the appropriate manager to call you back when they are able to do so. It is not acceptable to leave a message with a colleague or on an answer phone without leaving your contact details for your head of department. 2 This notification must be made as soon as possible, preferably prior to (but no later
than half an hour after) the commencement of your shift. Failure to comply with this requirement could result in loss of pay unless there are mitigating circumstances which your manager, after consultation with the Director of Workforce and Organisational Development or nominated deputy, considers acceptable.
3 You must state when you first became ill, even if you were not required to be on duty, and indicate the nature and probable duration of the illness, and a possible date of return to work.
NOTE: In accordance with your conditions of service, the Trust retains the right to require any individual member of staff who is unable to perform duties as a consequence of illness to submit to an examination by a medical practitioner nominated by the Trust. DOCUMENTATION
IF YOUR ABSENCE IS FOR SEVEN DAYS OR LESS:
You must, on return to work, report to your Head of Department/Manager as appropriate for a return to work interview and to complete a SICKNESS ABSENCE NOTIFICATION FORM. FOR ABSENCE OVER SEVEN DAYS:
Medical certificates from your GP must be sent to your Head of Department/Manager. Medical certificates must be continuous.
IF YOU HAVE A STAY IN HOSPITAL
You will be given an in-patients certificate. Certificates for the total period of hospitalisation and a statement in respect of your subsequent discharge will be required. If after discharge you are still not fit to resume work, a GP certificate will be required in the usual way.
PAYMENT OF STATUTORY SICK PAY (SSP)
The procedure for notification of sickness absence and completion of documentation shown above still applies.
If at any point you do not agree with the Trust’s decision about your SSP entitlement, you should in the first instance raise the matter with Pay Services Department and in the event of agreement not being reached you may use the Trust’s Grievance Procedure.
If you are still dissatisfied you may take the matter up with the insurance officer at your local branch of the DWP and you and the Trust, have the right of appeal against his decision. ANNUAL LEAVE DURING PERIODS OF LONG TERM SICKNESS
During a period of long term sickness, as defined in Section 5.3.2, you can request to take a period of annual leave whilst absent from work. All requests for annual leave must follow the normal annual leave request protocols which are in operation within your area of work. If the request is approved, your sickness episode will close, you will take the period of annual leave and then either return to work at the end of the agreed annual leave or alternatively recommence your sickness absence.
SICKNESS WHILST ON ANNUAL LEAVE
If you are ill whilst on annual leave and wish to reclaim the annual leave whish has not been taken as a result of your illness/sickness. You must follow the sickness absence notification procedures as detailed in this procedure. This period of sickness absence will be
considered as part of your overall sickness absence record and may result in a trigger point being enacted. You will not be entitled to an additional day off if sick on a statutory holiday in accordance with Agenda for Change Terms and Conditions of Service.
WORKING WHILST SICK
Appendix B ROTHERHAM DONCASTER AND SOUTH HUMBER MENTAL HEALTH NHS
FOUNDATION TRUST SICKNESS ABSENCE REPORTING FORM
To be completed when absence is notified to department
Employee Details Manager’s Details
Name: Name:
Job Title/Band: Job Title:
Service Area:
Date and Time of call/contact: Location of employee at time of contact:
Reason given for absence: Absent due to an accident at work?
Indication of length of absence/return date:
Contact Details: Phone number
Employee to contact manager again on:
Person making the call if not the employee:
Other relevant information:
Person taking call: Job Title:
Appendix C ROTHERHAM DONCASTER AND SOUTH HUMBER MENTAL HEALTH
NHS FOUNDATION TRUST
SICKNESS ABSENCE NOTIFICATION FORM
To be completed for all absences. If sickness continues into the eighth day, a medical statement must also be submitted.
1. Surname First Name(s)
Personal Number Department
2. (i) On which date did you become unfit
for work (even if on days off)? Day ………… Date ……… (ii) On which date did you last work? Day ………… Date ……… (iii) On which date were you fit to return
to duty (even if on days off)? Day …………. Date ………….. (iv) On which date did you return to work? Day ….…….. Date ………….. 3. Nature of Sickness or Disability.
4. (i) Was absence as a result of an accident at work? Yes No
(ii) Have you reported the accident? Yes No (iii) Was absence as a result of an accident out of work? Yes No 5. Did the following apply on the first day of your sickness absence:
(i) A stoppage of work due to a trade dispute? Yes No
(ii) Were you abroad outside the European Community? Yes No (iii) Were you in legal custody? Yes No
6 I declare that the information given is to the best of my knowledge true and complete and I understand that any deliberately false statement will disqualify me from Sick Pay, and will be regarded as a serious disciplinary offence.
SIGNED ………...DATE ……… HEAD OF DEPARTMENT ……….….. DATE ……… FURTHER ACTION BY THE MANAGER
1. Ensure that this sickness episode is included on the weekly sickness absence return, where applicable, and forwarded to the Pay Services Section of the Finance Department.
2. Ensure that if sickness continues into the eighth day that the employee submits a medical statement, and that this is placed on the employee’s file.
3. Place this form on the employee’s personal file.
Appendix D Rotherham Doncaster and South Humber Mental Health NHS Foundation Trust
To be completed by business divisions that do not record sickness absence directly into ESR Staff Absences
IT IS IMPERATIVE THAT THIS FORM IS FORWARDED TO PAY SERVICES AT THE END OF EACH WEEK TO ENSURE THAT THE APPROPRIATE PAYMENTS ARE MADE TO STAFF
DIRECTORATE: ……….. DEPARTMENT ……… Employee
No
Surname First Name Type of Absence (Insert Code) Reason for Absence due to Sickness (Insert Code) Date absence commence d Date absence ceased Date Fit to Return (even if on day off) Actual No of calendar days lost (inc wkend/day s off) Med Cert received covering absence (Insert YES or NO) Type of Absence UL – Unpaid Leave (Authorised) SPL – Special Leave (Paid)
US – Sickness (1-3 Days) MS – Sickness (8+ days) AOW – Accident outside Work
A – Unpaid Leave (Unauthorised)
Reason for Absence Due to Sickness Codes S10 – Anxiety/Stress/De pression/other psychiatric illness –S11 – Back Problems S12 – Other musculoskeletal problems S13 – Cold, cough, flu - influenza
S14 - Asthma –S15 – Chest & respiratory problems –S16 – Headache/migrai ne S17 – Benign and malignant tumours –S18 – Blood disorders S19 – Heart, cardiac & circulatory problems S20 – Burns, poisoning, frostbite, hypothermia S21 – Ear, nose, throat (ENT) S22 – Dental and oral problems S23 – Eye problems S24 – Endocrine/glandul ar problems –S25 – Gastrointestinal problems S26 – Genitourinary & gynaecological disorders S27 – Infectious diseases S28 – Injury, fracture –S29 – Nervous system disorders S30 – Pregnancy related disorders S31 – Skin disorders –S32 – Substance abuse –S98 – Other known causes – not elsewhere classified –S99 – Unknown causes/Not Specified
Appendix E Sickness Absence
Keeping in Touch Form Note to Manager
This form is to be sent out to staff, with the Keeping in Touch (General Principles) during each period of sickness absence at the point a Certified Sick-note is received by the manager.
Manager:………. Date:………
Employee Name………... Note to Employee
Please complete this form and return to your line manager.
In the event that employees do not notify their manager of their preferences for keeping in touch whilst off work due to health reasons then the manager will default to the recommendations as stated in the Keeping in Touch Principles.
Please indicate one of the following;
1. How would you prefer your manager to keep in touch with you during your period of sickness absence?
o Telephone o Letter o Visits
2. How often would you prefer your manager to keep in touch with you during your period of sickness absence?
o Weekly o Bi-Monthly o Monthly
3. In the event that you would prefer to keep in contact with your line manager, could you please indicate from the above the following;
a) the method ……… b) the frequency ……….
Employees Signature………. Date………..
The manager will, wherever possible, respect your requests however in certain circumstances your line manager may need to contact you outside of these arrangements.
Appendix F Sickness Absence
Keeping in Touch (General Principles)
Keeping in contact with an absent member of staff is a key factor in helping employees return to work.
Contact can be a sensitive subject as some employees may feel pressured to come back to work, whereas without contact others may feel out of touch and undervalued.
It is, however, an important way of enabling employers to consider what adjustments may be required and allows the organisation to plan for an employees return to work.
Managers should remind the employee that they will be keeping in contact with them during their absence and that they are there to help facilitate a return to work.
Unless medical advice suggests regular contact from the Trust will exacerbate the situation, contact the employee on a regular basis to check on his / her progress. Employees should not be made to feel isolated and where appropriate, they should be kept aware of issues at work which may affect them.
The employee’s views on how contact is made should be sought and respected i.e. by telephone / letter / visits. Communication should be on a regular basis and handled sensitively.
During contact with absent employees, managers need to be fair and act in line with policies and guidance documents.
It is normally a key responsibility of line managers to keep in regular contact with any of their staff who are absent. They will know the individual and should be able to handle any sensitive issues. Do not pass the responsibility to others unless there are sound reasons for doing so. Make sure your conversation with the absent employee is clearly focused on their health and well-being and their return to work.
How Often
Minor illness: When employees notify you of a minor illness that is likely to end within seven days, further contact may not be necessary.
Weekly contact is recommended for staff that are likely to be off for a number of weeks. Make a note of when to call the employee and if they are not available keep a record of any messages left.
Keeping in touch with an employee who is off sick on a long term basis is recommended. Monthly contact would be advisable as a minimum (depending on the circumstances).
Flexibility should be considered to allow variations in approach should circumstances dictate e.g. personal crisis / bereavement.
Stress: If you are notified that an employee is suffering from a stress-related illness, make contact within a week. But it is unlikely they will be ready to discuss returning at this stage. Use discretion until the longer-term prognosis is known.
Other Consideration
Document all communications between the Trust and the employee (telephone calls & meetings).
Arrange to meet the employee, and if appropriate, consider a home visit / or neutral location i.e. in circumstances where travel is difficult.
FOOTNOTE:
Cross reference to –
Appendix G CHECKLIST FOR STAFF AND MANAGERS
FOR LONG-TERM SICKNESS ABSENCE Name of employee:
Manager completing interview: INITIAL MEETING DATE :
(should be held within 2 – 6 weeks of employee being absent due to ill health)
Issues to discuss Notes (Confidential)
Reasons for absence
Previous episodes of absence
Current and previous rehabilitation experience
Impact of sickness on functions required to fulfil main duties/duties affected
Employees Concerns –
Identify real or perceived barriers to returning to work
(Consider personal/social issues organisational structure and culture e.g. work relationships)
Ways of achieving a return to work – Consider ways of helping them return to work e.g. workplace adjustment /phased returns (refer to policy section 5.4.3 & 5.4.4)
Likelihood of a return to work
Follow up needed and when this should be implemented e.g. refer to O.H /training needs / workplace modification.
FOLLOW UP MEETING DATE:
(should be no longer than 6 weeks from initial meeting)
Issues to discuss Notes (Confidential)
Has follow up actions been instigated – Any feedback?
e.g. Advice from O.H
Plan for returning to work (if appropriate)
Process for sharing information – What information can be shared and with whom e.g. O.H/HR/Work
colleagues
Agreed follow on actions - e.g. when to meet again / adjustments /
another O.H referral
Sick Pay Expiry Dates (details from pay services)
Half Pay: No Pay: Further meetings
For future meetings consider whether the HR Advisor should be involved. (They should always be notified about staff on long-term sickness.)
Also whether further information is needed from O.H and/ or other specialists or if a Case Conference is needed.
Discussions should include
• Updates from action agreed in previous meetings • Keep reviewing likelihood of return to work • Capacity to undertake current duties
• Any modifications to workplace or terms and conditions • Other interventions services needed.
• If no return to work is considered likely in near future may have to consider termination on the grounds of capability/ill health.
INFORMAL
FORMAL
Appendix H Attendance Management Procedure
At the Return to Work Interview it is identified that employee X has reached a trigger point
Manager informs employee X that they will be monitored for the next 6 months during which they must not reach a Bradford Factor Score of 10 or above or reach any other
trigger point (excluding the original trigger that instigated monitoring)
TRIGGER INSTIGATED Anytime during the 6 month monitoring
period
Appropriate Manager holds review meeting after 3 months of monitoring
Unless a caution remains in force, or HR advise otherwise
Monitoring ends.
Appropriate Manager writes to employee X informing them of the trigger point they have reached during
monitoring and that the next meeting will be undertaken within the formal
process as an Attendance Hearing with the Appropriate Delegated
Manager. HRA is advised.
Delegated Manager receives documentation with regard to informal stage and arranges Attendance Hearing. Delegated Manager writes to Employee X, requesting attendance.
Employee X attends Hearing with representative. HR in attendance
Delegated Manager issues outcome of Hearing to employee X within range of: - No Outcome
- First Caution - Second Caution - Final Caution - Dismissal
*Manager can decide to extend or re-issue same caution if appropriate Employee X is advised of their right to appeal
Where a caution is issued, informal monitoring will continue until the date the caution expires, this will be reviewed every 3 months.
Informal Stage of Attendance Management Procedure is instigated at the Return to Work Interview or at a separate Attendance Meeting
Appendix I BRADFORD FACTOR
Calculation
S x S x D = Bradford points score
S - the number of occasions of absence in the last 52 weeks D - the total number of days’ absence in the last 52 weeks.
So, for employees with a total of 14 days’ absence, for example, in one rolling 52 week period, the Bradford score can vary enormously, depending on the number of occasions involved.
For example:
• One absence of 14 days is 14 points (i.e. 1 x 1 x 14)
• Seven absences of two days each is 686 points (i.e. 7 x 7 x 14) • 14 absences of one day each is 2,744 points (i.e. 14 x 14 x 14)
Although a rolling year is common, other timescales such as 13 weeks may be used, with the associated points total correspondingly lower.
Trust Trigger Points
The Bradford Factor score of 80 and above can be calculated the following ways; • Two absences totalling 20 days (i.e. 2 x 2 x 20 = 80)
• Three absences totalling 9 days (i.e. 3 x 3 x 9 = 81) • Four absence totalling 5 days (i.e. 4 x 4 x 5 = 80)
The Bradford Factor score of 10 and above can be calculated the following ways; • One absence totalling 10 days (i.e. 1 x 1 x 10 = 10)
Appendix J ROTHERHAM DONCASTER AND SOUTH HUMBER MENTAL HEALTH NHS
FOUNDATION TRUST
RETURN TO WORK INTERVIEW FORM
(Guidance on conducting this interview can be found in the Effective Management of Sickness Absence handbook)
Date:
Employee Details Manager’s Details
Name: Name:
Job Title/Band Job Title:
Service Area:
Date returned to work Number of days sick (this episode)
Medical Certificate provided (tick box)
YES NO NOT
APPLICABLE
Nature of Illness
Is employee fully recovered? (tick box)
YES NO
Detail reason below
Is support required ?(tick box) YES Detail reason
below
NO
Number of sickness episodes in last 4 month period
Number of sickness episodes in last 12 month period
Has individual reached any other trigger point?
Trigger Points
• 3 episodes of sickness absence during a continuous 4 month period • 30 days continuous sickness absence
• 5 episodes of sickness absence during a continuous 12 month period • A Bradford Factor Score of 80 or above
e.g. Three absences totalling 9 days (i.e. 3 x 3 x 9 = 81)
Have contributory
factors/underlying causes been discussed ?(tick box)
YES Detail below
NO
Are there any trends to sickness episodes ?(tick box)
YES Detail below
NO
Has occupational health referral been discussed ?(tick box)
YES Detail below
NO
Is monitoring period required? (tick box) YES Detail below NO Monitoring Period: Review Date:
Any follow up action for employee:
Any follow up action for manager:
Manager’s signature: Date:
Employee’s statement:
I have today discussed all of the details above with the Manager concerned.
Appendix Ka Informal Attendance Meeting
Requirement to attend
PRIVATE & CONFIDENTIAL (name & address)
Dear
Attendance at work
Following your return to work interview on (date) with (name), I require you to attend a meeting with me to review and discuss your sickness absence record.
Attached to this letter is a copy of your return to work interview notes and a copy of your absence record from (date) to (date).
The interview will be held at (location) on (date) at (time).
Please confirm with (name) that you will be attending the meeting.
I enclose a copy of the Trust’s Policy relating to the management of sickness absence for your information.
Yours sincerely
Appendix Kb Informal Attendance Meeting
Outcome letter
PRIVATE & CONFIDENTIAL (name & address)
Dear
Following our meeting on (date) regarding your attendance at work, I am writing to confirm our discussions.
At the meeting your absence record was discussed and I confirmed that over the past (timescale) you have been absent from work (number of times).
In explanation of your absence you stated that (include detail).
I asked whether you felt the Trust could do anything further to support you and help to improve your attendance at work. You advised XXXX
We discussed a referral to Occupational Health (and I agreed to refer you to establish whether there are any underlying medical reasons for your absence, //or agreed that it was not necessary/appropriate at this point).
I explained that I would be monitoring your sickness/absence over the next 6 months from (date) until (date) and that your record would be reviewed after 3 months and at the end of this period.
During this monitoring period, I would expect to see a significant and sustained improvement in your absence record. As indicated in the meeting, if you reach a Bradford Factor score of 10 or more or hit any of the other trigger points as set out in the Attendance Management Procedure (excluding the original trigger that instigated this meeting and the monitoring period) the next meeting will be held within the formal attendance management process. It was agreed that I would inform you nearer the time of the format under which the next meeting would be held.
Yours sincerely
Appendix Kc Informal Review Meeting
Requirement to attend
PRIVATE & CONFIDENTIAL (name & address)
Dear
Further to your current sickness monitoring, I require you to attend a meeting with me to review and discuss this monitoring period.
The meeting will be held at (location) on (date) at (time).
Attached to this letter is a copy of your absence record from (date) to (date). Please confirm with (name) that you will be attending the meeting.
Yours sincerely
Appendix Kd Review Meeting
Outcome letter
PRIVATE & CONFIDENTIAL (name & address)
Dear
I am writing following our meeting on (date) at which we met to review your sickness absence record. You have been on Sickness Absence Monitoring for 3 months within a 6 months monitoring period.
During this period, you have been absent for (number of) days on (number of) occasions. Or
During this period I am very pleased to confirm that you have had no periods of sickness absence.
Para 1 (slight improvement)
Your attendance at work has therefore improved; however, I shall continue to monitor your attendance for a further 3 months to ensure that the improvement is sustained. The conditions of the monitoring will still apply and should you hit the trigger point of the Bradford factor score of 10 or above or any of the other trigger points, this will result in the instigation of the formal attendance management procedure. However I hope this is not the case and you .will be able to attend work on a regular basis, however, if you encounter any problems, please discuss them with me so that we can try to find a satisfactory solution.
Para 2 (no significant or sustained improvement)
Unfortunately your absence levels during the monitoring period have been a cause for concern and it has triggered the instigation of the Formal Attendance Management Procedure. I am therefore informing you that you are required to attend an attendance hearing in relation to your attendance record.
The meeting will be held on (Date) at (time) at (location). I will be accompanied by (name and title), and you are entitled to be accompanied by your trade union representative/professional organisation or a fellow colleague. You should make the necessary arrangements for them to attend.
Please confirm your attendance with (name and number).
Yours sincerely (name)
