MRM8001 Manager
- 1. Attendance policy A manager’s guide We understand. 120890_MRM8001 Manager_12pp 28/4/08 15:40 Page 1
- 2. Don’t: • Arrive unprepared for the interview. • Discuss the employee’s record with colleagues or employees other than HR or your direct line manager. • Use an alternative form to document the meeting. • Complete the form prior to the interview. During the return to work interview Do: • Put the employee at ease – this is not a disciplinary meeting. • Explain the purpose and process of the interview. • Inform the employee that the discussion and documentation are all confidential. • Ensure accurate notes or summaries are written onto the company form during the interview. • Ensure that all issues that could affect ongoing performances are fully probed and an action plan mutually agreed. • Ensure that the return to work interview form is signed by the employee and the manager conducting the interview. Don’t: • Hold the interview in a public environment. • Allow your personal opinions to influence the interview. • Tell them what’s happening at work, or give them a business update until after the meeting. • Threaten disciplinary action during the interview without discussing this course of action with your line manager. • Allow your personal opinion regarding medical issues to influence the interview. • Compare cases. Post return to work interview Do: • Ensure that all documentation is stored securely – preferably scanned and uploaded into Snowdrop or sent recorded delivery to HRM Choice Leicester c/o HR manager. • Ensure all mutually agreed actions offered by the manager to support the employee are implemented within timescales agreed. • Plan – set a date in the diary to review action plan, absence, other issues discussed. Don’t: • Leave documentation relating to the interview lying around. • Discuss the content of the meeting with others. • Victimise the employee in any way as a result of their absence. Return to work interviewer guidance notes • Explain the purpose of the interview – to determine that the employee is ready to return to work and establish the support that they may need. If the employee has not complied with the absence reporting procedures, the reasons should be established through a formal fact- finding meeting. The outcome of this meeting should be recorded and appropriate action taken e.g. file note, letter of concern or formal disciplinary action dependent upon the reasons for non compliance and frequency. • Complete the information required within the section of the return to work form following discussions with the employee. • Start the discussion with the reasons for the recent absence using the self-certification sickness form (SCSF) or doctors medical certificate to guide you – make notes on the return to work interview form. • Check that they accept they are well enough to return to work. • Establish whether they are still taking medication, which could impact on their ability to perform their role. • Find out if any adjustments are required to assist them. • Try to avoid having detailed discussions about the work that needs to be completed before the interview is complete. Advise them on their absence levels: • Ask if there are any links between their current absence and previous absences. • Get them to discuss any links and make comments. Ask them if there is anything they would like to discuss that is affecting them and their attendance at work i.e. are they struggling with their role? • Probe as to how they think that they are getting on at work. • Do they feel that they have sufficient skills/ knowledge to carry out their job? If not, what do they feel are the development areas? Note these and use in the construction of the action plan at the end of the interview. If the employee’s sickness levels are nearing an unacceptable level: • Check with HR and then remind them that prolonged absence or persistent short absence is a potential breach of their contract and may put into jeopardy their long-term employment. • Tell them that accurate records are being kept of their absence. • Agree on an action plan to improve absence levels. Checklist for managing absence • Spend time getting to know your employee so that you can exercise your judgment as a manager and deal with each person as an individual. • Never ignore sickness absence. • Keep accurate attendance records and ensure all periods of sickness are supported by the appropriate certification, which is submitted to staff payroll. Ensure you correctly complete Snowdrop and keep a copy of the certificates. • Make sure your employee knows what local procedure to follow when notifying and certifying sickness absence. • Talk to your employee personally on their first day back at work following any spell of unplanned absence (return to work meeting). • Do not make judgments, about the medical justification for absence, or make distinctions between medically certified or uncertified absence. Your primary objective is to help the employee achieve a satisfactory attendance level. • Ensure that your employee clearly understands the level of performance and attendance expected of them. • When discussing attendance issues, ensure that the discussion is open and honest and expectations of all parties are fully understood. • Develop an atmosphere that will encourage people to come to work. • Acknowledge your employee’s contribution to the organisation by giving positive feedback. We understand. 120890_MRM8001 Manager_12pp 28/4/08 15:40 Page 4
- 3. Appendix 3 Return to work interview To be completed by the manager in the presence of the employee. We understand. Date Date Interviewer’s signature Employee’s signature Set out agreed action plan (including timescales) Advise the employee of their absence level history with dates and reasons given Is there anything else we can do to assist your rehabilitation? Are you (the employee) now fully fit to return to work? What are the reasons for your recent absence from work? Do you require the company to make any reasonable adjustments to your role or duties to assist you in your return to work? I understand that if I provide inaccurate or false information about my absence it may, depending on the circumstances, be treated as gross misconduct and result in disciplinary action. 120890_MRM8001 Manager_12pp 28/4/08 15:40 Page 8