Health Employment - Short term sickness absence and dealing with a pandemic webinar slides - Gemma...
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Transcript of Health Employment - Short term sickness absence and dealing with a pandemic webinar slides - Gemma...
![Page 1: Health Employment - Short term sickness absence and dealing with a pandemic webinar slides - Gemma Steele - 18 November 2014](https://reader033.fdocuments.us/reader033/viewer/2022052907/559434451a28ab851a8b4658/html5/thumbnails/1.jpg)
Managing short term sickness absence
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Strategies and tips on how to
• manage short term sickness absence in
your organisation, minimising risk
• managing your workforce during
pandemic
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Here are a few key reasons
• impact on patient safety and service delivery
• financial costs
• impact on the organisation – colleagues and
patients
• duty of care to employees
Remember the employment contract is two way
– employees are contractually obliged to attend
work regularly
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CIPD annual absence survey 2013 (public
sector)
• 8.7 days sickness per employee per year
• just under half of absence is short-term
(up to 7 days) absence
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CIPD annual absence survey 2013 (public
sector)
• 1/3 absence due to longer-term of 4
weeks+
• increase in absence due to stress –
workload most common cause
• cost of absence per employee is £726
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Make sure you
• follow your policy and regularly review it –
is it Fit for Purpose?
• monitor absence rates
• carry out return to work interviews
• identify if there is an underlying health
condition
• are absences genuine?
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• identify if there is a pattern which needs
to be dealt with - have they hit triggers?
• use your triggers points to take action
• make effective use of occupational health
• keep in contact with employees during
absences - be sensitive and supportive
• keep a paper trail
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• most common absence management tool
– they make a difference to reducing
levels of absence and reinforcing your
Duty of Care
• ensures you are consistent
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• essential to identify potential underlying
conditions
• opportunity to explain concerns about
attendance
• opportunity to identify support that may
be required
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Short-term absence: first formal meeting
• the effect of the pattern of absences on the
employee's colleagues, department and the
service
• the likelihood of continuing absences and the
impact they are likely to have
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• whether there are changes to the employee's
job or redeployment opportunities that would
assist in attendance, reduce the effect on
colleagues or the service to patients
• whether the employee has a disability and, if
so, whether there are any reasonable
adjustments that could be made
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• whether it is appropriate to give the employee
a formal warning that their attendance levels
need to improve and attendance targets.
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1. Does the employee suffer from an
underlying condition which could
amount to a disability?
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do you have clear and up to date medical evidence?
do you need further evidence – GP/specialist?
work related injury?
reasonable adjustments exhausted?
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2. targets: set, communicated, reasonable,
extension?
3. surrounding circumstances
4. impact of absence on service
delivery/colleagues
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5. alternative employment
6. PHI/Ill health retirement
7. potentially fair reasons for dismissal –
SOSR/Capability/Conduct
TIP: Consider was it reasonable to dismiss -
band of reasonable responses
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• communicate with staff about current
health risks and ensure staff
communication systems are reliable
• advise staff with flu like / D & V
symptoms to stay away from work
• treat employees consistently
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• have contingency plans for staff absence,
especially key staff
• familiarise yourself with sickness,
absence and dependent leave policies
and consider how they need to be
modified
• consider arrangements for homeworking
where appropriate
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act promptly
know the absence policy well, and follow it consistently
informed line managers
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a culture which is open and supportive
keep detailed records and notes of absence
perform your return-to-work interviews
consider disability and as a consequence reasonable adjustments
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gather appropriate medical information
don’t pre-judge the outcome of meetings
contemporaneous notes
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We hope you found in useful.
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