Managing Absence
If you are concerned about an employee's absence, it is important to discuss the matter with the employee concerned and identify reasonable adjustments to enable a return to work and reduce the number and / or length of future absence. Start thinking about reasonable adjustments sooner rather than later.
If an employee is disciplined or has their contract terminated because of absence, it could be unlawful if reasonable adjustments were not properly considered.
The following steps are general good practice in managing absence.
- Record absence accurately
Record disability absence separately from sickness absence. (This might include regular sessions for treatment or therapy, hospital tests, an appointment to be assessed for new equipment etc.)
If absence is used as a criterion for promotion/courses/other benefits, you may need to discount disability absence, as a reasonable adjustment.
Make sure you keep all medical information confidential and your employees know that you will not divulge information without their prior consent.
- Conduct "Return to work" interviews and contact.
Include in contracts that after a period of absence, all employees will have a return to work interview. Line managers do not need to know exact diagnosis (they probably won't be medically qualified), but they do need to know if the worker is fully able to continue their normal work, whether there is a problem - especially if something at work is making them ill.
- Include in contracts how your workers should report absence and what contact they may expect when they are absent.
This could involve, for example, phone calls in the first couple of weeks, and a visit to their home in the case of a longer-term absence.
What to do when a worker returns to work and is either disabled or you reasonably believe they are disabled.
- Protect individual's rights and confidentiality. Consult them regularly.
- You may need to gather reports about their condition or functionality.
- Identify core competencies and standards required in their job.
- If there is a mismatch between what they can do and what you require them to do you may need to provide reasonable adjustments.
- Research equipment, modifications, changes to their environment, or training required. Consult the Disability Employment Advisor at the local Job Centre Plus if appropriate.
- Involve experts as required, for example: Human Resources, Trade Union, Health and safety advisor, Line Manager, the employee's GP, Occupational Health specialists and Specialist medical advisors. Don't forget that the employee is also likely to be an expert on their disability or condition.
- Document the process including reasons for decisions, and all reasonable adjustments considered.
- The sooner somebody receives help to return to work - the more likely they are to stay in work.
