Guide to absence improvement

Guide to absence improvement

Identifying a concern

Managers are responsible for deciding if supportive intervention is needed when a series of absences occur and/or where a review point is reached following a period of absence.

Discussing a concern

It is good practice in all cases of absence, regardless of whether or not any concern has been identified, to ensure that a Return to Work Discussion takes place following a period of absence.

Return to work interview - model form

The extent of this discussion will be influenced by the circumstances of the absence(s), including whether or not a review point has been met. Frequent short-term absence can in some cases be a sign of an underlying medical condition, therefore it is important that supportive steps are taken to discuss any frequent pattern of absence in order to explore the cause, its impact and how an improvement may be achieved (with support if required).

Such absences may also be a sign of another problem or difficulty and discussion gives employee’s the chance to raise of share any concerns or difficulties they may have.

For absences which meet a review point or where the manager has any concerns, a more detailed discussion should take place and be recorded. Where a review point is reached, this discussion is typically the start of the Absence Improvement process.

Key considerations are:

• Alerting the employee to the fact that their attendance levels are giving cause for concern
• Exploring the reasons for absence and establishing whether or not there is an underlying medical condition or reason affecting an employee’s attendance, taking advice from Occupational Health if required. Where an underlying medical condition or disability is identified, discussion should take place around the impact this may have on their role
• If the employee believes they are suffering from work-related stress, it is a good idea to complete a stress risk assessment with them.

Stress risk assessment - model form

• Considering any possible adjustments to support employees and taking appropriate advice or guidance from HR and/or Occupational Health, particularly in cases where an underlying medical condition is identified
• Ensuring that the employee understands the Managing Attendance Policy, the review points, the Attendance Improvement Process and any potential next steps in the process should their attendance fail to improve.

In appropriate cases, this will include advising the employee that their attendance will now be monitored for a period of time or that they will be required to attend a formal hearing.

Monitoring a concern

Attendance levels should continue to be observed during any monitoring periods implemented during the Absence Improvement process.

Equally important is the monitoring of the impact of any adjustments put in place to ensure that they are working effectively or to identify if they need to be reviewed or adapted.

Where the desired improvement is achieved, the Absence Improvement process concludes and the employee’s attendance can then be managed as per normal arrangements. Where there is no improvement, or where further review points are triggered, the matter should be escalated through the Absence Improvement process accordingly.