Hotel Services – Absence Management Policy Document history: Version Control Version No: 1 Implementation Date Next Formal Review Date Engagement and Consultation Groups See below

Date 1st April 2012 1st April 2012 See below Date

Approval Record See below

Date

This policy or procedure is applicable to Hotel Services employees who transferred to NHS Shetland under TUPE arrangements on 1st April 2012. Hotel Services employees who began work for NHS Shetland after 1st April 2012 should refer to the NHS Shetland HR policies and procedures pages for relevant documentation. Consultation and approval on revisions to this policy or procedure will take place with the relevant workforce group and through partnership.

Absence Management Policy

Contents

Page Number

1.

INTRODUCTION AND SCOPE

2

2.

ABSENCE MANAGEMENT PROCEDURE

3

3.

REPORTING ABSENCE

5

4.

RECORDING ABSENCE

5

5.

RETURN TO WORK INTERVIEWS

6

6.

APPENDIX

8

1. Introduction and Scope NHS Shetland (Hotel Services) understand and appreciate that effective absence management makes good business sense and successful management of absence contributes to overall business performance. Failure to effectively manage absence can lead to excessive business costs in the following areas: •

Wages that continue to be paid to the employee, whilst the employee concerned makes no contribution in terms of productivity.

•

Inflated rates of overtime/agency to cover the employee who is absent.

•

Work disruption within the Unit.

•

Reduced productivity as work is carried out by less experienced or tired staff.

•

Effect on quality.

•

Loss of management time in rescheduling of staff.

•

Increased requirement for supervising replacement staff.

•

The cost of administering the sick pay scheme.

•

Reduced morale of employees who have to cover for persistently absent colleagues- this can also lead to increased labour turnover.

2

The purpose of this policy/procedure is to assist the business in effectively managing absence, which in turn, will assist in the reduction of absence costs to NHS Shetland (Hotel Services). With this in mind, the Organisation has set the following trigger rates for employees. If an employee’s level of absence reaches these trigger rates then disciplinary action may be considered: •

5% Lost time rate, and

•

3 separate periods of absence in any 6 month rolling period

When an employee’s level of absence reaches these trigger rates, the manager is responsible for contacting their HR Representative to discuss the circumstances of the case. Although effective and proactive absence management is key to our business success, we remain fully committed to ensuring that employee absence issues are managed in a fair and consistent manner and that a healthy and safe working environment is provided for all employees. We are concerned about the general welfare of employees, their physical environment and we are therefore mindful of minimising factors that may cause discomfort and stress. It is our policy to support employees that are genuinely ill and unable to come to work and, where an employee’s absence exceeds 8 weeks, to actively manage their long term sickness and subsequent return to the workplace. Managers and Supervisors are responsible for monitoring and evaluating absenteeism rates and taking appropriate action in accordance with this policy/procedure. All employees are responsible for fully co-operating at all stages of the Absence Management Procedure. This policy will be kept under constant review to ensure that its objective is being achieved. 2. Absence Management Procedures 2.1 Unauthorised Absence When an employee fails to comply with the Absence Reporting Rules (see Appendix 7.1) and is absent from work without authorisation, it is important that the manager takes prompt action. Initially, attempts should be made to contact the employee by telephone (a record of every attempt to contact the employee should be made). If no contact can be established, the manager will need to write to the employee using the Unauthorised Absence template letter (see Appendix 7.5). If, within 3 days of the date of the letter, the employee has not made contact, the manager should refer to their HR Dept.

3

2.2 Persistent or Frequent Absence Managers should closely monitor the absence rates of employees that continually take time off in odd days to ensure that they do not exceed the trigger rates (see the Introduction and Scope section, above) for disciplinary action. For further information on how to calculate absence rates, please see Appendix 7.4. For all employees, each occasion of absence should be followed up with a return to work interview (see Appendix 7.8 and 7.9). Although the reasons for absence are not in doubt, it should be made clear from the outset that where a pattern of sporadic sickness is evident, formal disciplinary action may result which could ultimately lead to the employee’s dismissal from the Organisation if satisfactory improvements in attendance are not made (please see below for details on discipline). 2.3 Long Term Absence If the employees’ illness lasts, or is expected to last into the eighth week, managers should contact their HR Representative who will initiate the Long Term Sickness Procedure and provide you with the necessary guidance and support during all stages. The employee’s long term sickness will be dealt with using a ‘case management’ approach. This involves regular reviews of the employee’s absence, state of health, improvements and any assistance we can provide to facilitate the employee’s recovery and return to work. The first stage of the Long Term Sickness Procedure is therefore for a home visit or meeting to be arranged with the employee. There should also always be two Organisation representatives in attendance at the home visit/meeting and one of these representatives should take responsibility for taking minutes (see Appendix 7.9 for guidance on ‘how to take minutes’). The purpose of the first welfare visit is to: a)

Advise the employee that it is standard practice for employees that have been absent for 8- weeks or more to be categorised as ‘long-term sick’.

b)

Enquire as to the welfare of the absent employee and gain an update of the employee’s current state of health and prospect of returning to work.

c)

Explain to the employee that we would like to write to them to obtain their written permission to obtain a medical report from their GP with a view to gaining an informed/professional understanding of their state of health and short/long term prognosis.

d)

Verbally inform the employee of their rights under the Access to Medical Reports Act 1988, which are to: I)

Refuse to allow us to apply for a medical report.

II)

Have the option to see the report before it gets sent to us. 4

III)

Request amendments be made to the

report. IV)

Refuse for the report to be

sent to us. To help managers better understand the complex process of managing long term sick cases, a flow chart (see Appendix 7.10) has been developed to summarise the key stages of the Long Term Sickness Procedure. It is important for managers to note, however, that all action taken form this point forward must be with the knowledge, authorisation and guidance of your HR Dept 3. Reporting Absence On commencement of employment employees must be fully briefed in the Absence Reporting Rules (Appendix 7.1). A copy of the Absence Reporting Rules must be signed by the employee, indicating that they understand the rules, and the acceptance slip should be retained on the employee’s personnel file. Accepting an Absence Call: The manager is responsible for accepting absence phone calls (please note, text messages are unacceptable). When taking such calls, managers may find some of the following questions useful when attempting to establish the facts: •

What are you suffering from?

•

What are the symptoms?

•

When did you begin to feel like that?

•

Have you been to the Doctor?

•

What did the Doctor advise you?

•

Do you intend to go to the Doctor?

•

Are you confined to the house?

•

How long do you think you will be off for?

• (For longer absences) - Please call me again in X days to let me know how you are getting on.

4. Recording Absence In order to manage and improve attendance at work and identify employees whose absence may be excessive, managers are required to: • Regularly and accurately complete a Absence Record Sheet for all employees (see Appendix 7.3) •

Regularly monitor Absence Record Sheets 5

•

Seek support and advice in cases of excessive absence

• Ensure that all employees are aware of, and understand the Organisation’s Absence Management Policy and Reporting Rules and that these are duly signed where appropriate

4.1 Completion of the Absence Record Sheet When an employee is absent from work, a reason code should be entered against the appropriate day and week. The total days lost should also be recorded against the appropriate week. The end column of the Absence Record Sheet should be used for recording any action taken as a result of the employee’s absence, e.g.: C for Counseling Interview and date D for Disciplinary Interview and date If there are any changes to the employee’s contracted days the new days should be entered against the week in which the change becomes effective. This will assist in the calculation of percentage of days lost. 5. Return to Work Interview Upon return to work, following a period of absence, employees are required to fully cooperate in a return to work interview with their manager. A record of the interview will then be held in the employee’s personnel file or unit absence file. Before the return to work interview: •

Check the facts. Consider how much time the employee has had off and the reasons for their absence in the past 12 months.

•

Consider any detail that is relevant from the doctor’s certificates that have been received to date. Does the doctor recommend that any adjustments should be made to enable the employee to return to work? If so, these should not be overlooked and should be discussed with your local HR representative to determine an appropriate course of action before the employee returns.

•

Be aware of any absence patterns emerging (e.g. days either side of public holidays, Mondays and Fridays, etc).

•

Make time on the employee’s first day back at work to hold the interview in an environment that is free from interruptions.

During the return to work interview: •

Refer to the Return to Work Interview Questions (Appendix 7.8) for guidance on the type of questions that should be asked.

•

Establish the reason for the employee’s absence.

•

Identify and raise any issues such as a high absence rates or failure to comply with the absence reporting rules. 6

•

Check that the employee is fit to return to work and clarify any future implications, likelihood of reoccurrence, subsequent appointments, etc.

•

Complete a Return to Work Interview Record (Appendix 7.9).

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7. APPENDIX Appendix 7.1: Employee Absence Reporting Rules 1.

If you are going to be absent from work for any reason, you must contact your manger by telephone as soon as possible before your start time (or such other time as may be specified by management).

2.

Your manager’s telephone number is

.

3. You are required to explain your reason for absence and your likely date of return to work. Your manager may ask some additional questions at this point. 4.

If you cannot provide your manager with a date of return, or in case of extended absence, the Manager may ask you to make telephone contact again so that your progress can be monitored.

5.

On return to work, and prior to the commencement of your shift, you must report to your manager and complete a Self Certification Form or provide a Doctor’s Certificate. Your manager will also request that you participate in a Return to Work Interview. You are expected to fully cooperate with this process.

6.

Organisation sick pay is a benefit of employment with the organisation. Your manger may withhold sick pay in circumstances where the absence reporting procedure has not been followed.

X…………………………………………………………………………………… Acceptance Slip I have received a copy of the Absence Reporting Rules. These have been explained to me and I understand them. I also understand that failure to comply with these rules may result in disciplinary action being taken against me. Signed:

_

Date: Print name:

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Appendix 7.2: Certificate of Absence Private and Confidential CERTIFICATE OF ABSENCE To be completed by an employee who is absent due to sickness or injury for seven calendar days or less. PERSONAL DETAILS (To be completed by Employee) Name: Employee Number: Job Title: Line Manager: Business Segment: Establishment Name: Establishment Number:

The dates shown below should be the actual dates of absence due to sickness or injury, where applicable you should provide information on non-working days (e.g. Saturdays and Sundays) as well as days you would normally have worked. TO BE COMPLETED BY THE EMPLOYEE Employee Declaration: I hereby certify that by reason of personal illness or injury I was incapacitated and unable to attend work from (Enter Date) to (Enter Date).

Please provide a description of the Illness or Injury:

Has a doctor been visited in connection with this Illness/Injury:

□ YES

□ NO

I understand that any sickness payment will be in line with my Terms and Conditions of Employment and Government Legislation appertaining to Statutory Sick Pay and that any false statements could render me liable to dismissal. Employee Signature: (Date:

)

(Date:

)

(Date:

)

Line Manager Signature: Line manager Name:

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Appendix 7.3: Absence Record Sheet

ABSENCE RECORD SHEET Name: Week No.

Start Date of Record: Continuous Days

Mon

Tue

Wed

Thu

Fri

Sat

Location: Sun

Total Days Sick

Reason Given

Action Taken

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Total NOTE: This Absence Record Sheet should be used for detailing all absence (including holidays/authorised/unauthorised/paid/unpaid leave). The Sheet can hold information for six months. A record sheet should be completed for every employee.

10

Appendix 7.4: Calculating Lost Time Rates To establish the absence rate of an employee the manager needs to calculate the total possible working days (by taking the employee’s annual holiday entitlement and adding Bank Holidays - usually 8 per year and then subtracting this total from the total number of days worked in the year). Example: 20 days holiday + 8 days statutory holidays = 28 days Works 5 days per week x 52 weeks = 260 days Total possible days available = 260 (– 28) = 232 possible working days They will then need to add up the number of day’s absence (excluding holidays) in the last year. Once the manager has these figures, the lost time rate can be calculated (showing the percentage of total time available that has been lost). Example: Total Absence Days in the Period

X 100 = Lost Time Rate

Possible Working Days For example, if an employee works 5 days a week and has had 10 days sickness in the year, the percentage lost days is: 10 Days Sickness X 100 = 4.31% 232 Possible Working Days

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Appendix 7.5: Unauthorised Absence Letter

Unauthorised Absence Letter Dear [Insert name] I am writing as a result of the fact that you have not reported to work since [Insert Date] and failed to follow the Absence Reporting Procedure by making contact with me to advise of the reason for your absence. Out of concern, and in an attempt to establish the circumstances for this absence, I have tried to contact you by telephone on several occasions but have been unable to do so. I must advise you that you are currently considered to be absent from work without authorisation and your failure to follow Organisation Procedure may result in disciplinary action being taken. In view of the above I therefore ask you to contact me on [Insert Contact Telephone Number] before 12 midday on [Insert date 3 days from posting] to advise me of your circumstances and of your future intentions. Yours sincerely

12

Appendix 7.6: 1st Welfare Meeting Letter Letter Arranging 1st Welfare Visit Dear I note from our records that you have been absent from work due to ill health since [INSERT DATE]. Therefore, as your period of absence has exceeded 8 weeks, it has now been categorised by NHS Shetland (Hotel Services) as ‘long term sick’. To this end, and in order to meet our legal requirements for the management of employees on long term sick, it is essential that regular meetings and contact is maintained with you throughout the remainder of your period of absence. As such we would like to arrange an initial meeting with you. The purpose of our initial meeting will be to enquire as to your current wellbeing, gain an understanding of your views on your possible return to work and discuss the possibility of us contacting your GP to obtain their professional opinion on the state of your health and short/long term prognosis. Following this initial meeting, further meetings will need to take place and communication maintained to discuss your ongoing welfare, the outcome of any Doctor’s reports and your rehabilitation to the workplace environment. In the circumstances and for your convenience, I would propose that I visit you at your home on [INSERT DATE] at [INSERT TIME]. However, if you are uncomfortable with this arrangement, I am more than happy to meet with you at another mutually convenient location. [INSERT NAME OF ORGANISATION WITNESS] will also be in attendance at this meeting. If you are unhappy with any of the arrangements detailed within this letter, please do not hesitate to contact me on [INSERT TELEPHONE NUMBER]. In the meantime, I do hope that you are feeling a little better. Yours sincerely,

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Appendix 7.7: 2nd Welfare Meeting Letter Letter Arranging 2nd Welfare Visit Dear Further to our meeting on [INSERT DATE OF LAST WELFARE MEETING] and your subsequent correspondence with the HR Department, I am pleased to confirm that we have now had the opportunity to fully review your Doctor’s Report and would therefore like to meet with you to discuss the report and agree a way forward. In the circumstances, for your convenience, I would propose that we meet again at [INSERT LOCATION OF MEETING] on [INSERT DATE] at [INSERT TIME]. [INSERT NAME OF ORGANISATION WITNESS] will also be in attendance at this meeting. As before, if you are unhappy with any of the arrangements detailed within this letter, please do not hesitate to contact me on [INSERT TELEPHONE NUMBER]. In the meantime, I do hope that you are feeling a little better. Yours sincerely

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Appendix 7.8: Return to Work Interview Questions Return To Work Interview Questions Category A questions - for employees with acceptable absence history 1.

What has been the matter?

2.

At what time did you first feel unwell/did the problem arise?

3.

Did you see your Doctor? What medication/action did they prescribe?

4.

Have you suffered this before?

5.

Do you think it could be work related? (If applicable)

6.

Are you fully recovered?

Category B questions - for employees who have breached the Absence Reporting Rules 1.

Ask all the questions from Category A, plus:

2.

When and how did you notify the Unit of your absence?

3.

Can you please explain the requirements of the Absence Reporting Procedure?

4.

Do you understand this procedure and why the Organisation has it?

5.

Why did you fail to follow the procedure?

Make sure the employee clearly understands what is required of them and what action the Organisation will take if they fail to follow the reporting rules. If the Absence Reporting Rules are broken on more than one occasion, contact your HR Dept to discuss whether or not more formal action should be considered. Category C questions - for employees with absence levels above average or trigger rates 1.

Ask all the questions from Category A, plus:

2.

Are you aware of the Organisation absence target/your personal rate?

3.

What effect do you think absence has on the Unit and your work colleagues?

4.

What can you do to improve your attendance at work in future?

5.

Is the illness/injury likely to reoccur?

Contact your HR Representative to discuss whether or not more formal action should be considered.

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Appendix 7.9: Return to Work Interview Record RETURN TO WORK INTERVIEW RECORD Name:

First Day of Absence:

Date:

Duration of Absence:

Absence Reporting Rules Followed: Interviewer:

Yes/No

Current Lost Time Rate: Number of Periods of Absence in past 6 months:

Notes:

Action Agreed/Taken:

Interviewer Signature:

(Date

)

Employee Signature:

(Date

)

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Appendix 7.10: Long Term Sickness Flow Chart

Long Term Sickness Procedure (Summary) Flow Chart

After 8 weeks absence the Manager informs HR of long term sickness case. HR will ask some initial questions and create a long-term sick file.

Standard letter arranging 1st welfare visit attached at the end of this section.

Following advice from the HR Dept the manager (if deemed an appropriate person) carries out a welfare visit.

Following the welfare visit, HR will write to the employee, confirming their rights under the Access to Medical Reports Act and formally request written permission to obtain a medical report from their GP.

Upon receipt of written permission to contact the GP, HR will write to the GP and make enquiries as to the state of the employee’s health.

Upon receipt of the GP’s report, HR will contact the manager to discuss and agree appropriate action. This will usually involve at least one further welfare visit by the manager to discuss possible return to work options. If recommendations are provided by the GP, they need to be discussed with the employee.

If the GP is unable to provide a longterm prognosis until further tests/investigations take place or they recommend a set period for recovery, then consideration should be given to assessing the case at a later date.

If the employee is willing and fit enough to return to work, may need to consider such things as: • • • • •

making adjustments to the role or workplace discussing possible alternative employment offering re-induction or retraining offering part-time work with a gradual build-up of hours agreeing regular return to work meetings

Standard letter arranging a welfare visit following receipt of GP’s report attached at the end of this section

If the employee is unwilling or unfit to return to work, dismissal on the grounds of ill health may be considered. When considering this course of action, we need to take account of: • • • • • •

the role of the employee their length of service the length of their absence requirements of DDA efforts made to consult with the employee and gain/act upon medical advice efforts made to find alternative work

(Any recommendations the GP provides in order to support the employee returning to work should also be considered)

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