Lincolnshire Police. Policy Document. Managing Attendance Policy PD 6. Code of Ethics

Transcription

1 Protective Security Marking: OFFICIAL Lincolnshire Police Policy Document Managing Attendance Policy PD 6 Code of Ethics All staff involved in carrying out functions under this policy and associated procedures and appendices will do so in accordance with the principles of the Code of Ethics. The aim of the Code of Ethics is to support each member of the policing profession to deliver the highest professional standards in their service to the public.

2 Protective Security Marking: OFFICIAL Reference Number: PD 6 Policy Sponsor: ACO Policy Owner: Nancie Shackleton, Assistant Chief Office Charley Rimmer, Head of HR Author: Operations, HR Publication Date: March 2017 Review Date: April 2019 Version: Date: Reason For Issue: (2) April 2005 Revised (3) April 2011 Policy reviewed as part of the restructure. Policy is due another review pending the adoption of a regional policy. (4) April 2014 Policy Review (5) March 2017 Policy Review Legislative Compliance This document has been drafted to comply with the principles of the Human Rights Act. Proportionality has been identified as the key to Human Rights compliance, this means striking a fair balance between the rights of the individual and those of the rest of the community. There must be a reasonable relationship between the aim to be achieved and the means used. Equality and Diversity issues have also been considered to ensure compliance with the Equality Act 2010 and meet our legal obligation in relation to the equality duty. In addition, Data Protection, Freedom of Information and Health and Safety Issues have been considered. Adherence to this policy or procedure will therefore ensure compliance with all relevant legislation and internal policies. Other legislation/law which you must check this document against (required by law): - Human Rights Act 1998 (in particular A.14 Prohibition of discrimination) - Equality Act H&S legislation - Data Protection Act Freedom Of Information Act 2000 Security Classification Policy to be published on Intranet: Yes Policy to be published on Force Website: Yes

3 Protective Security Marking: OFFICIAL Authorised Professional Practice (APP) APP is developed and owned by the College of Policing (the professional body for policing) and can be accessed online. It is authorised by the College of Policing as the official and most up-to-date source of policing practice. The range of subjects covered by APP is growing all the time. It has the same legal status as previous guidance; it is not the law and so, while Police Officers and Staff are expected to have regard to APP in discharging their responsibilities, the status of APP is advisory. There may be circumstances when it is legitimate to deviate from APP, providing there is a clear rationale for doing so. This Policy has been checked against APP and there is none in relation to the subject matter of this Policy. 1. Policy Aims: (purpose) 1.1 This policy applies to all staff employed by the Office of the Police and Crime Commissioner for Lincolnshire and police officers and police staff employed by the Chief Constable of Lincolnshire Police. This includes Lincolnshire officers who work in regional units such as EMOpSS or EMSOU, and Lincolnshire officers on secondments. 1.2 Police staff in their probationary period should be managed in line with the Police Staff Probationary Period Procedure. 1.3 Police officers in their probationary period should be managed as per Police Regulation The Managing Attendance Policy is the guiding principle used to set the direction of managing attendance. It includes the procedures for the management of sickness absence including short and long term absence and action that may be taken for unsatisfactory attendance. The policy includes attendance criteria, used to recognise good attendance through affording opportunities to those staff that regularly attend work. 1.5 Underlying principles of good management practice apply equally to all staff, however differences between Police Regulations and Police Staff Council terms and conditions will mean certain aspects of the attendance management procedure differ and this is identified where applicable. 2. Policy Statement: (Key information) 2.1 Managing attendance is high on the business agenda for many organisations. Even organisations that have successfully reduced absence rates are challenged with either sustaining the reduction or further improving the attendance rates. 2.2 High levels of absence, including sickness, waste valuable skills and abilities and reduce the resources available for the primary tasks of the police service. As the police service continues to face increasing levels of demand it becomes more

4 Protective Security Marking: OFFICIAL essential that absence is effectively managed. 2.3 Best practice organisations show that there is no single solution to managing attendance, but there are common factors, which attribute to good absence management. 2.4 To deal effectively with absence it is important that organisations adopt an integrated approach, which includes policies and procedures that are clearly understood by all staff and are applied fairly and consistently together with a positive working environment, which promotes a healthy workforce. 2.5 The integrated approach to managing attendance, rather than managing just absence, has line managers at the forefront, supported by the HR function and Occupational Health Services (where appropriate). This approach is in line with ACAS advice. Research has shown that those forces with the lowest sickness levels or the highest reduction in sickness levels used a combination of tools for managing attendance and their policies and procedures focused on the integrated approach of managing attendance rather than absence. 2.6 Within this approach there are a number of effective tools for managing absence which include the use of return to work interviews, trigger mechanisms, use of Occupational Health Services, promotion of Employee Assistance Programme and involvement of line managers. These tools are more effective when used in a combined approach and forces performing well in terms of sickness levels use a combination of these management tools, with policies that both encourage attendance and manage absence. 2.7 The optimum standard for attendance at work is that of 100% attendance; however it is accepted that there will be times when an individual is unable to attend work due to illness or injury. The aim of the policy is to promote attendance not prohibit sickness. 2.8 The Managing Attendance policy is designed to maximise attendance at work by staff, supporting those who are absent through illness or injury and minimising the disruption to the Force caused by frequent short-term sickness absence. 2.9 The Police and Crime Commissioner for Lincolnshire and the Chief Constable of Lincolnshire Police are committed to: Achieving maximum attendance levels. Ensuring managers provide support and advice to individuals who are absent due to illness or injury. Promoting a pro-active and positive approach to managing attendance through the consistent application of effective procedures to achieve that goal. Recognising the value of regular attendance and the importance of individual contributions to the overall achievements of the organisation. Developing a culture where all parties work together to achieve the highest levels of attendance. Ensuring managers are equipped with the necessary skills and information to ensure attendance is monitored and managed effectively in accordance with this policy, identifying and addressing the underlying causes of

5 Protective Security Marking: OFFICIAL absence and taking appropriate action where necessary. Ensuring the monitoring of sickness absence throughout the Office of the Police and Crime Commissioner and Lincolnshire Police. Effectively managing sickness absence in order to maintain effective and efficient levels of service. Working closely with the Occupational Health Service to raise awareness and to promote a healthy lifestyle and work life balance. Providing a safe and healthy working environment Roles and Responsibilities To deal with absence effectively an integrated approach ensures that a positive contribution is made by individuals, line managers, HR and occupational health specialists working together. It is essential to be explicit about where the ownership of absence management lies at every level and whilst respecting confidentiality, the information that is necessary to carry out that role. This ensures that procedures for managing sickness (outlined in the appendices) are understood by all staff and that the expectations and requirements of the staff are clear Individual Responsibilities Each individual member of staff has a responsibility to attend for work and maintain high levels of attendance Individuals have a primary responsibility for their health and well-being and if an individual is unable to attend work due to illness or injury they should actively seek appropriate medical advice to aid their speedy recovery Staff should maintain their own health, developing an awareness of the factors that contribute to ill health and participate fully in initiatives to raise health standards If an individual is unable to attend work due to illness or an injury they are required to: Personally (or via third party if incapacitated) notify their Manager as soon as possible. The procedure can be found in the appendix. Inform their managers of any duties or outstanding work that will require attention during their absence. Keep in regular contact with their supervisor giving any updates on their condition, its prognosis, and progress towards recovery. Indicate the likely duration of the absence and the anticipated return to work date. Ensure medical certificates are obtained and submitted if absence exceeds 7 days. Make themselves available for telephone calls, visits or appointments with the OHS at reasonable times. Attend OHS for consultations, appointments and examinations as required. Failure to attend OHS may result in decisions being made about an individual without the appropriate medical evidence. Avoid activities that would be detrimental to their recovery or which may cause reoccurrence of their condition. Ensure that injuries on duty are reported as soon as possible after they

6 Protective Security Marking: OFFICIAL happen. Co-operate with management and OHS in achieving a return to work The individual must report fit to work as soon as possible, even if this occurs on rest days or annual leave to ensure accurate records are kept of the absence Where a member of staff is taking medication that may affect their safety at work they must disclose this to their line manager and OHS to ensure that their health and safety are not compromised All staff should comply with the requirements of this policy and to cooperate with managers when they carry out their responsibilities under this policy Manager Responsibilities Managers have day-to-day responsibility for the management and welfare of their staff, and have the primary responsibility for dealing with sickness absence Consequently they have a crucial role to play in managing attendance and must ensure that they are fully conversant with the Managing Attendance Policy and supporting Procedure. In particular they must understand their responsibilities within the management of the sickness absence procedures, and ensure their staff are aware of their responsibilities and the procedures to follow. Managers must promote the health and safety of their staff and this should be reflected in day-today working practices. Full Manager responsibilities are detailed in the Managing Attendance Procedure at Appendix A Return to Work Interview A return to work interview will be carried out by the manager after every absence on the first day of their resumption to duty, where possible. Any failure to hold the interview on the first day must be documented on the Managing Attendance Form and the interview held as soon as possible thereafter. The interview is an integral part of the management of sickness process Return to work interviews demonstrate the Police and Crime Commissioner for Lincolnshire, the Chief Constable of Lincolnshire Police and the manager s interest in absence as well as raising the individual s awareness of their own standard of attendance Monitoring Sickness Absence Managers are responsible for monitoring attendance levels of their staff, identifying patterns or trends, investigating underlying causes for absences and for taking action where there are areas for concern, in line with this policy Managers should provide appropriate levels of welfare and support to create an environment that ensures staff actively want to come to work. This may include coordinating appropriate remedial action such as recuperative duties in consultation with HR Advisers and the Occupational Health Service.

7 Protective Security Marking: OFFICIAL 2.15 Managing Attendance Triggers Attendance Review Meetings (ARM) The following triggers are to be used to identify attendance level which is of concern and therefore requires formal action: Short term absence More than 2 periods of absence or 64 hours (8 standard 8 hour days); or Long term absence 6 weeks absence An Attendance Review Meeting (ARM) is required when an individual reaches either of the above triggers. A Support Plan for Attendance forms part of the ARM Where an individual s attendance record shows cause for concern the managers are responsible for ensuring measures are put in place to address this and improve their attendance. This is done through the use of ARMs and the Support Plan for Attendance It is important that managers take into account any personal circumstances which may be affecting the individual and it is essential that managers act fairly, consistently and proportionately when operating the procedures. Where appropriate they should seek advice from HR Advisers or Occupational Health Services but should use their own judgement based on the individual circumstances. The final decision regarding action sits with the manager HR Representatives HR representatives are responsible for ensuring compliance with the Police and Crime Commissioner for Lincolnshire and the Chief Constable of Lincolnshire Police policy, providing advice and support to managers and also monitoring the implementation of the policy They will be responsible for providing a strategic overview and sickness absence performance data for the Heads of Department HR will support managers to ensure effective intervention is made and Occupational Health Services involved if appropriate HR Advisers are responsible for advising managers of the undertaking of ill health retirements and medical redeployments, and will oversee the management of Unsatisfactory Attendance Procedures Heads of Departments The responsibilities of Senior Managers include ensuring that managers adhere to the Police and Crime Commissioner for Lincolnshire and Lincolnshire Police policy, and that good attendance in their sections and departments is recognised Heads of Department will ensure that sickness levels are reported and monitored locally as part of the departmental Performance Reviews and that attendance issues are a standing item at Management Team Meetings. They will be responsible for ensuring that good attendance is recognised.

8 Protective Security Marking: OFFICIAL 2.18 Occupational Health Service The role of the Occupational Health Service is to promote the physical, psychological and social wellbeing of all staff by adopting a holistic approach which is sensitive, supportive and caring. It provides assistance to enable individuals to regain full physical and mental health to regain full work capability The Occupational Health Service role includes advising management on likely timescales for recovery, return to work and rehabilitation return to work programmes The Occupational Health Service gives medical guidance and advice to managers and individuals, as to health and fitness for duty and provides written reports following referrals It includes providing advice to the organisation with regard to questions on ill health retirements and recommends external liaison, referrals to consultants or specialists, and request further information from GPs where appropriate Occupational Health Services are contracted to provide a range of services to Lincolnshire Police as outlined above. However, they will not accept referrals for the following reasons: Individuals who are returning to work with advice contained on a Fit Note and are working in a non-operational post; Individuals who have a physical problem that is not affecting them at work; Individuals who have psychological issues that are not affecting them at carrying out their role (a referral to CIC should be considered); Individuals who are subject of a discipline enquiry and the referral is purely for support; Any referral for management issues whereby the person is disaffected as opposed to unwell. There are alternative support mechanisms in place including CIC, Chaplaincy and NHS and GP services externally OHS is not a GP service for the Force and individuals are therefore advised to seek medical guidance from their own GP services. OHS provide advice and guidance to management in order that individuals can be supported in the workplace Staff Representation Police Officers and Police Staff have the right to be accompanied by their recognised Federation Representative, Trade Union or Staff Association or colleague, at the formal stages of the Unsatisfactory Attendance procedures or Ill Health Procedures Attendance at Work Attendance at work is fundamental to the organisations ability to effectively deliver

9 Protective Security Marking: OFFICIAL a high quality of service. The Police and Crime Commissioner for Lincolnshire and the Chief Constable of Lincolnshire Police are committed to achieving the maximum levels of attendance and the consistent application of effective procedures to achieve the goal of the best possible attendance. In recognition of this attendance criteria will be applied to recruitment and selection procedures Legal Basis All individuals involved in the process of sickness management have a responsibility to maintain confidentiality of information, both medical and personal, in their possession Disclosure of confidential information when it is considered that this would be in the best interests of the individual or the Police and Crime Commissioner for Lincolnshire and/or Lincolnshire Police must be subject to considered management judgement. Such disclosure must be discussed with the individual concerned unless this would be inappropriate. (For example, where there is significant risk to the officer or the public and an immediate decision must be made by management). Personal matters relating to health and/or medical conditions must be safeguarded and made available only to those who need the information in order for them to carry out their managerial roles. Managers must not circulate medical information regarding others. All sickness absence information must be passed under confidential cover Exclusions Absences for the reasons outlined below will be considered for exclusion when determining attendance levels: Pregnancy related illness; Reasonable adjustments for absences directly related to a disability covered under the Equality Act 2010; Injury on duty as a result of execution of duty Where an individual breaches the Force trigger levels and has an absence in one of the above categories consideration should be given to excluding this absence when monitoring attendance levels. This may mean a Support Plan for Attendance is not required. 3. Other Related Documents/Appendices: Appendices Appendix A Managing Attendance Procedure Appendix B Absence and Return to Work Record Appendix C Attendance Review Meeting & Support Plan for Attendance Appendix D Managing Attendance Short Term Absence Appendix E Managing Attendance Long Term Absence

10 Protective Security Marking: OFFICIAL Appendix F Managing Attendance Criteria Other linked policies and procedures include: Ill Health Procedure (Police Staff) Police Performance Regulations - Unsatisfactory Attendance Procedure (Police Officers) Limited Duties Procedure Special Leave Policy Stress (Occupational Stress) Policy Smoking Policy Gender Re-assignment Guidance 4. Monitoring/Review: Monitoring The policy will be monitored on an ongoing basis by the Head of HR Operations. Review The policy will be continually reviewed in line with legislative and organisational changes. 5. Who to contact about this policy: This policy is owned by ACO Nancie Shackleton. Any enquires about this policy should be directed to Charley Rimmer, Head of HR Operations.

11 Protective Security Marking: OFFICIAL PRO-FORMA FOR THE INITIAL EQUALITY IMPACT ASSESSMENT (EIA) This screening document is the first stage in a two-stage process to take a systematic approach to assessing the impact of an activity on equality. An activity may mean a: policy or policy review, a business case a business plan a project initiation a decision to implement a service a decision to decommission a service. This screening should be completed by the lead person for the activity with assistance from any of the following departments: Human Resources (Where appropriate) Equality and Diversity Department: Human Resources Section: HR Operations Person responsible for initial assessment: Charley Rimmer Name of the Policy to be assessed: Managing Attendance Policy Date of Assessment: 28 February 2017 Is this a new or existing policy? Existing 1. Briefly describe the aims, objectives and purpose of the policy. The Policy is the guiding principle used to set the direction of managing attendance. The policy is designed to maximise attendance at work by supporting those who are absent through illness or injury and minimising the disruption to the Force caused by frequent short term sickness absence. 2. Are there any associated objectives of the policy? Please explain. Staff absence has a very visible impact on an organisation s bottom line, with the cost breaking down into two elements direct and indirect costs. Direct costs include paying the individual whilst off sick, including Statutory and Occupational Sick Pay. The costs include those that are quantifiable such as overtime costs, replacement labour and administration, and those that are more difficult to measure such as the pressure placed on staff covering absent colleagues. Due to the impact of absence, both direct and indirectly, on an organisation it is vital that an organisation deals with absence effectively through the management of absence and promoting good attendance.

12 Protective Security Marking: OFFICIAL 3. Who is intended to benefit from the policy and in what way? The policy applies to all officers and staff of Lincolnshire Police. The consistent application of the policy will benefit all service users as this promotes good attendance at work and manages poor attendance. 4. What outcomes are wanted from this policy? The policy promotes good attendance levels and tackles poor attendance. The application of the policy consistently will result in improved attendance levels and a positive impact on productivity and wellbeing for the workforce overall. 5. What factors/forces could contribute/detract from the outcomes? The inconsistent or non-application of the principles of the policy. 6. Who are the main stakeholders in relation to the Policy? All Lincolnshire Police officers and staff. 7. Who implements the policy and who is responsible for the activity? The ACO implements the policy and owns it. Reviews are conducted by the Head of HR Operations. The application of the policy is the responsibility of managers across the Force. 8. Is there any likelihood the policy could have a differential impact on racial groups? (including Gypsies and Travellers) Y N The policy is to be applied consistently to all. No What existing evidence (either presumed or otherwise) do you have for this? N/A 9. Is there any likelihood the policy could have a differential impact due to gender? Y N Absences related to pregnancy related illnesses will be excluded from consideration when addressing poor performance. Yes

13 Protective Security Marking: OFFICIAL What existing evidence (either presumed or otherwise) do you have for this? Application of the principles of the Human Rights Act and Employee Relations Act. 10. Is there any likelihood the policy could have a differential impact on due disability? Y Yes N Absences which relate to illness covered by the Equality Act 2010 will be considered for exclusion under the policy. Reasonable adjustments will be made to accommodate absence rates where reasonable and proportionate. What existing evidence (either presumed or otherwise) do you have for this? Application of the Equality Act Is there any likelihood the policy could have a differential impact on people due to sexual orientation? Y N The Policy is applied consistently to all. What existing evidence (either presumed or otherwise) do you have for this? N/A No 12. Is there any likelihood the policy could have a differential impact on people due to their age? Yes 12a Is there any likelihood the policy could have a differential impact on Young People and Children? Y N Y N Absences related to age (such as menopause) apply. However, all absences which are covered under the Equality Act 2010 will be considered for exclusion. N/A What existing evidence (either presumed or otherwise) do you have for this? N/A 12b Is there any likelihood the policy could have a differential impact on Older People? Y N With the exception of item 12 (above) the policy is applied consistently regardless of age. No

14 Protective Security Marking: OFFICIAL What existing evidence (either presumed or otherwise) do you have for this? Equality Act 2010 protected characteristic (Age) 13. Is there any likelihood the policy could have a differential impact on people due to their religious belief? Y N The policy is applied consistently to all. What existing evidence (either presumed or otherwise) do you have for this? No Equality Act 2010 protected characteristic 14. Is there any likelihood the policy could have a differential impact on people due to them having dependants/caring responsibilities? Y N Separate policies exist Special Leave. What existing evidence (either presumed or otherwise) do you have for this? N/A No 15. Is there any likelihood the activity could have a differential impact on people due to Marriage or Civil partnership? Y N The policy is applied consistently to all. No What existing evidence (either presumed or otherwise) do you have for this? N/A 16. Is there any likelihood the policy could have a differential impact on people due to them being Transgender or Transsexual? Y Yes N Absence as a result of gender re-assignment treatment is treated as sickness absence for the purposes of management of absence, however for reporting in order to maintain confidentiality the absence is reported as special leave. What existing evidence (either presumed or otherwise) do you have for this? Human Rights Act

15 Protective Security Marking: OFFICIAL 17. If a differential impact has been identified in 8-16, will this amount to there being the potential for an adverse impact in this policy? Y N No - providing adherence to employment legislation and consistent application of the policy. No 18. Can this adverse impact be justified on the grounds of promoting equality of opportunity for one group? Or any other reason? Y N N/A 19. If Yes, is there enough evidence to proceed to a full EIA? Yes NO 20. Date on which Full impact assessment to be completed by. Completed Signed (completing officer) Charley Rimmer Signed (Lead officer) Groups Affected Please identify the anticipated impact this activity will have on the following population groups. Tick the appropriate box and give explanation if so required, Please note that there are both likely benefits and adverse impact within the same group Any groups highlighted as likely to be adversely affected should be consulted in the second stage Full Impact Assessment if one has been identified as being needed. Disability - Physical,Sensory, Learning Disability, Mental Health, Carers Gender - Male, Female Transgender Race - Traveller and Gypsy etc Sexual Orientation - Lesbian, Gay, Bisexual Likely to Benefit No Impact Adverse Impact X X X X X

16 Protective Security Marking: OFFICIAL Religion and Belief X Age - Young and Old X Marriage and Civil Partnerships X

17 Appendix A MANAGING ATTENDANCE PROCEDURE Contents Contents 1.0 Introduction Manager Responsibilities Notification of Absence Employee Responsibilities Reporting and Recording Absence - Manager Responsibilities Medical Certificates Contact made during Absence Return to Work Interview Monitoring Absence Use of Triggers Managing Short Term Absence Managing Long Term Absence Attendance Review Meetings Disability Referral to the Occupational Health Service Sick Pay Injury on Duty Introduction 1.1 Lincolnshire Police are committed to achieving the maximum levels of attendance and the consistent application of effective procedures. Attendance at work is fundamental to Lincolnshire Police s ability to effectively deliver a high quality service. 1.2 Managers are responsible for ensuring that every effort is made to maximise attendance in accordance with the Force Managing Attendance Policy. Managers must promote the health and safety of their staff and this should be reflected in dayto-day working practices. 1

18 2.0 Manager Responsibilities 2.1 The main responsibilities Managers are required to undertake to manage attendance include: Recognising good attendance Maintaining contact during absence Conducting a return to work interview after every absence Recording and reporting absences Monitoring sickness absence including the accurate management of information Addressing poor attendance Ensuring staff are aware of their responsibilities and the procedures to follow 2.2 It is important that managers recognise and acknowledge good attendance. This can be done by informally thanking your staff. Good attendance should be recognised formally in an individual s Performance Development Review (PDR). 3.0 Notification of Absence Employee Responsibilities 3.1 Employees are responsible for notifying their absence as stated below: Employees (or a representative if they are unable to do so personally) are required to report sickness absence to their Line Manager or a nominated contact point by telephone or in person. Communication via or text message is not appropriate or acceptable. Employees are expected to notify any absence before their starting time and no later than 1 hour after their normal starting time. Any absence not reported without due reason will be treated as unauthorised absence that may lead to disciplinary action and loss of pay. 4.0 Reporting and Recording Absence - Manager Responsibilities 4.1 Manager s Responsibilities When an employee reports sickness absence, the manager must update Crown DMS as soon as practicable. The Manager is required to complete an Absence and Return to Work Record (Appendix B). This document should be submitted to HR Shared Services once completed when the individual returns to work. If the absence is a result of an injury on duty, a P543a RIDDOR Form must be completed and returned to the HR Shared Services 4.2 Reporting Sickness Whilst at Work Reporting sickness whilst at work should be monitored by the manager to identify any trends that may prompt further investigation. Where an individual reports for duty and subsequently leaves shift early due to illness, this is not recorded as sickness absence. Sickness absence is recorded for each full day of absence from work. 5.0 Medical Certificates 5.1 If the absence exceeds 7 calendar days then a fit note is required from the individual 2

19 on calendar day 8 of their absence. Fit notes must be submitted to the HR Shared Services. 5.2 If an individual is absent for a longer period than stated on the first certificate; then further certificates must be obtained and submitted promptly throughout the absence. There must be no gaps between the expiry of one certificate and the start of the next certificate for continuous periods of absence. 5.3 Failure to submit a fit note at the appropriate intervals may result in loss of pay. 6.0 Contact made during Absence 6.1 Initial contact should be made by the Manager within 48 hours, or 24 hours if it is an injury on duty. 6.2 The Manager is required to maintain regular contact with the absent individual by telephone or welfare visits. Regular contact is important in order to: Explore ways to support and facilitate their return to work Enquire as to their welfare Explore ways to enable the individual to return to work where possible Enquire about the likely duration of the absence If the manager is unable to get a response from an individual by phone they should consider writing to the individual at home if appropriate. Seek advice from HR Advisers as each case will be different. 7.0 Return to Work Interview 7.1 A Return to Work Interview between the Manager and individual must be carried out after every period of absence on the first day back to duty, where possible. The discussion is an integral part of the managing attendance process and an effective tool for managing attendance. 7.2 The interview is confidential with the intention of identifying any needs an individual may have to enable their return to work be effective. 7.3 The Manager is required to record the interview on Appendix B Absence and Return to Work Record and submit this form to the HR Shared Services. 7.4 The following points should be discussed at the Return to Work Interview: Nature of absence Individual s fitness to resume their duties Whether the absence was work related Enquire as to the individuals welfare and wellbeing To explore whether recuperative duties are needed Discuss the individuals attendance record Raise any concerns regarding their attendance Inform the individual that attendance is monitored continually 8.0 Monitoring Absence Use of Triggers 8.1 Managers are responsible for monitoring attendance levels of their staff, to identify any patterns or trends in absence, to investigate underlying causes for absence and 3

20 for taking action where there are areas of concern in line with this guidance. 8.2 Trigger levels are used as a tool to manage absence and prompt further investigation, at which point an individual s absence record will be reviewed and an Attendance Review Meeting arranged see Appendix C. 8.3 The following triggers are to be used to prompt further investigation: Short Term Absence More than 2 periods of absence or 64 hours (8 standard 8 hour days) in a rolling 12 month period. Pro-rated for part-time staff Long Term Absence 6 Weeks Absence These triggers should be pro-rated for part time staff. 9.0 Managing Short Term Absence 9.1 Short-Term absence is any period of 28 days or less. Frequent short-term absence can be disruptive and can have a detrimental effect on colleagues and the Force in terms of delivering an effective service. 9.2 Where an individual reaches a trigger point, an Attendance Review Meeting must be held with the individual. Please refer to Appendix D Managing Attendance Short Term Absence for further information and guidance. 9.3 Contact during Short Term Absence The individual is required to keep management updated on each work day within the first 7 calendar days of absence as to their fitness to report for work. Where a sick note is provided the level of contact is to be determined between the line manager and the individual concerned. Contact can be captured on the Appendix B Managing Attendance Absence and Return to Work Record Managing Long Term Absence 10.1 Long term absence is any period of continuous sickness absence of 29 days or more. Staff who are absent from the workplace for long periods of time may need extra support to ensure that their return to work is supportive Where an individual reaches the trigger point of 6 weeks absence, an Attendance Review Meeting must be held with the individual. Please refer to Appendix E Managing Attendance Long Term Absence for further information and guidance Contact during Long Term Absence The Manager must maintain regular contact with the individual during a long term period of absence by both telephone and face to face contact in the form of visits. Frequency of contact should be agreed between the individual and the manager, but this must be on at least a fortnightly basis. Visits must be agreed with the individual in advance. The visits can take place at the individual s home address, at their work locations, Headquarters or at a Police Station nearest to their home if preferred. 4

21 Contact can be captured on the Appendix B Managing Attendance Absence and Return to Work Record The visits provide an opportunity to: Enquire about the individuals health and wellbeing Discuss the latest medical prognosis Confirm details of sick pay entitlements Explore ways to help facilitate a return to work Address any problems or concerns the individual has about returning to work Consider whether a referral to Occupational Health would be appropriate (in line with section of the Managing Attendance Policy) 11.0 Attendance Review Meetings 11.1 An Attendance Review Meeting is an informal supportive process for both police officers and staff. The meeting will be held by the manager of every individual whose absence has exceeded the determined trigger levels The main purpose of the meeting is to encourage the individual to improve their attendance by discussing the following: To inform the individual that they reached the trigger levels Discuss the reasons for the absence(s) Establish whether there are any underlying causes that need addressing Ensure appropriate support has been given to the individual Discuss a return to work on recuperative duties (where appropriate please refer to the Limited Duties Procedure) Consider whether a referral to Occupational Health would be appropriate Explain the potential consequences of further formal action if their attendance does not improve. The meeting should end with an agreed support plan for attendance and review date. A record of the interview should be submitted to the HR Shared Services for confidential retention on the individual s personal file The support plan for attendance should be reviewed and monitored closely by the manager. Where the Attendance Review Meeting has failed to achieve improvement in attendance it may be necessary to initiate further formal action. This is detailed in the following procedures: Police Officers Police Officer Unsatisfactory Attendance Management Procedures Police Staff Lincolnshire Police Ill Health Procedure 12.0 Disability 12.1 Sickness absence for a reason relating to disability should be classified as sickness for recording and reporting purposes and should be recorded as such on t-police Disability Related Leave Disability leave is an example of a reasonable adjustment made in accordance with the Equality Act 2010 as it can allow appropriate absences during working hours for 5

22 rehabilitation, assessment and treatment. Disability Leave must be recorded separately to sickness absence on a Special Leave Form. Disability leave is for a fixed period only and must be authorised by the Manager and Head of Department Referral to the Occupational Health Service 13.1 The Occupational Health Service role includes advising management on likely timescales for recovery, return to work and rehabilitation return to work programmes Managers are advised to contact their HR Adviser if they are considering referring an individual to Occupational Health Service. The HR Adviser and manager will then decide whether a referral to the Occupational Health Service would be appropriate. Where it is agreed that a referral is appropriate, the HR Adviser will arrange the referral Sick Pay 14.1 Any previous sickness absence within the 12 months prior to the first day of absence is used to calculate sick pay entitlement Individuals will be notified in writing of the dates of the review of their sick pay entitlement. The individual will also be notified in writing of any decisions in respect of their sick pay Injury on Duty 15.1 Where an individual has been injured on duty, the manager must complete the P543a RIDDOR FORM and ensure that completed forms are submitted to the HR Shared Services within 24 hours of the injury occurring. 6

23 Appendix B MANAGING ATTENDANCE - ABSENCE & RETURN TO WORK RECORD Managers must ensure that Crown DMS is fully up to date as this can affect pay This form must be completed by the Line Manager Name ABSENCE DETAILS Collar Number/Employee Number Department Start Date of Absence Reason for Absence Injury on Duty YES/NO* Delete as appropriate (if YES, complete P543a) Absence Reported by Time/Date Absence Reported Line Manager Record of contact made by the line manager from 1 st day of absence (at the latest within 48 hours) to confirm: Nature of the absence/possible duration/likely return date Identify any health/welfare requirements and if immediate OHS assistance is required Outstanding commitments, work and appointments that require action Time/Date of Contact Made CONTACT RECORD DURING ABSENCE Update from Individual

24 RETURN TO WORK INTERVIEW TO BE COMPLETED BY THE LINE MANAGER AFTER EVERY ABSENCE NOTES Welcome back Enquire about health, is the individual fit to return to work Is any further support required to enable the individual to fulfil their duties Any future actions/support provided Any further information/notes ATTENDANCE MANAGEMENT Review the individual s attendance record Has the individual reached a trigger point? More than 2 periods of absence or 64 hours in a rolling 12 month period Is an Attendance Review Meeting (ARM) required? Last day of absence Return to work date Duration of absence NOTES YES/NO* delete as appropriate YES/NO* delete as appropriate *If YES then complete along with a Support Plan for Attendance attach it to this form Number of working days:

25 Line Manager s Signature Number of working hours: Employee s Signature Date THE LINE MANAGER IS REQUIRED TO SUBMIT THE COMPLETED FORM TO THE HR SHARED SERVICE FOR COMPLETION BY HR HR Adviser HR System Updated by RIDDOR Form 543a received YES/NO* delete as appropriate Date Date

26 Appendix C P650 ATTENDANCE REVIEW MEETING & SUPPORT PLAN FOR ATTENDANCE Name: Role: Department: First Line Manager: Date: This is to confirm that on the above date an Attendance Review Meeting was held with the above named person regarding their absence which had hit the Force triggers. This meeting is the informal supportive action stage of the Police Performance Regulations (Police Officers) / Ill Health Procedures (Employees of the Police and Crime Commissioner for Lincolnshire and Lincolnshire Police Staff). I have reminded them of the provisions of the Managing Attendance Policy; I discussed any shortcomings or concerns with the individual at the earliest possible opportunity; The reason for dissatisfaction was made clear to the individual as soon as possible and we discussed the specific, factual details; I have established whether there are any underlying reasons for the unsatisfactory attendance; I have considered whether there is any health or welfare issue that is or may be affecting attendance levels; I have considered whether it would be appropriate to consider a change of duties or role to assist in improving levels of attendance; I have made it clear to the individual that I am available to give further advice and guidance if needed; I have made it clear to the individual that if there is no, or insufficient, improvement, then, it may be appropriate that the matter will be dealt with under the UPPs or Ill Health Procedure; I have gathered all relevant evidence and kept a contemporaneous note of interactions with the individual; I have considered a referral to OHU and discussed this with the individual; (The Line Manager should provide in the space below, details of the discussions around the above points) Copy to be forwarded to HR for recording on Personal File

27 SUPPORT PLAN FOR ATTENDANCE For Long Term Absence cases the support plan for attendance should contain an appropriate return to work date. For Intermittent Short term absences the support plan for attendance should include the time period where the improvement in attendance should be monitored and maintained I have explained to the individual that their attendance will be monitored closely and that if there is no improvement in accordance with the below support plan for attendance then formal action may be taken: Dated to be achieved by: Review Date: Individual s Signature: First Line Manager: Date: Copy to be forwarded to HR for recording on Personal File

28 Appendix D MANAGING ATTENDANCE SHORT TERM ABSENCE Individual notifies their Line Manager of the reason for absence and the expected date of return to work. Manager maintains regular contact and identifies any health/welfare requirements. The Line Manager is required to update Crown DMS The individual must submit a fit note for any absence exceeding 7 calendar days to their Line Manager. The Line Manager submits the fit note to HR Shared Services. Individual returns to work The Line Manager conducts a Return to Work interview and submits the completed Absence and Return Record (Appendix B) to HR Shared Services. Has the individual s absence reached the trigger points of more than 2 periods of absence or 64 hours in a rolling 12 month period? Yes No Attendance Review Meeting Support Plan for Attendance The Line Manager conducts an Attendance Review Meeting with the individual and agrees a support plan for attendance to improve attendance. Both parties sign their agreement to the support plan (Appendix C). No further action required. Support Plan Review The support plan should be reviewed and attendance be monitored closely. Has attendance improved as agreed in the support plan? Yes No No further action required Further Action - Formal Police Officer Refer to the Police Officer Performance Regulations (UAP) Police Staff Refer to the Lincolnshire Police Ill Health Procedure

29 Appendix E MANAGING ATTENDANCE LONG TERM ABSENCE ABSENCE UP TO 6 WEEKS LOCAL MANAGEMENT ACTION The Line Manager is required to: Keep regular contact with the individual Contact the individual to discuss ways to help facilitate their return to work Likely duration of their absence Consider whether a referral to Occupational Health is appropriate Ensure fit notes/any medical reports are up to date 6 WEEKS ABSENCE ATTENDANCE REVIEW MEETING - SUPPORT PLAN FOR ATTENDANCE The Line Manager holds an Attendance Review Meeting with the employee. The purpose of the meeting is to: Encourage and support the individual to improve their attendance Identify any supportive action to facilitate their return to work Set an expected return to work date on or within 3 months from the first date of absence Explain that if the individual does not return to work by the agreed return to work date, then formal action will be considered under the Ill Health (Police Staff) / Police Performance Regulations (UAP) (Police Officers) The Line Manager completes an Attendance Review Meeting & Support Plan for Attendance Record (Appendix C) and submits a copy to HR Shared Services. 3 MONTHS / OR END OF SUPPORT PLAN FOR ATTENDANCE INDIVIDUAL RETURNS TO WORK Consider whether recuperative duties are appropriate No further formal action required INDIVIDUAL REMAINS ABSENT Consider extending the support plan if appropriate Seek medical advice if appropriate Consider formal action: - UAP Police Officers - Ill Health Procedure Police Staff

30 Appendix F Attendance Criteria 1. Introduction Attendance at work is fundamental to Lincolnshire Police s ability to effectively deliver a high quality of service. The Force are committed to achieving the maximum levels of attendance and the consistent application of effective procedures to achieve the goal of the best possible attendance. In recognition of this, an attendance criteria will be applied to processes across the Force. The attendance criteria recognises good attendance through affording opportunities to those staff who regularly attend work, whilst being sufficiently flexible not to penalise those who are genuinely sick but do not display a pattern of absence that gives cause for concern. The attendance criteria will also be taken into account when considering applications for transfers, secondments, attachments and some training courses. 2. The Context The intention of applying attendance criteria is to recruit, retain, select and promote staff who the force can depend upon to attend work regularly. The focus is on the availability of an individual for work and not about ascertaining whether the illness is genuine or not, or whether the sickness is medically certificated or not. Those who, through no fault of their own, cannot comply with the attendance criteria will continue to receive appropriate support to enable them to return to regular attendance at work through the managing attendance procedure. 3. Application of the Attendance Criteria The attendance criteria will apply to the following: Internal and external recruitment processes Lateral development (including attachments) Internal transfers Non mandatory training courses Promotion opportunities Secondment opportunities Confirmation in post at the end of probationary periods The Attendance criteria will not be applied where staff are subject to redeployment (whether medical or due to proposed redundancy), and there may be instances whereby exceptional situations occur and the criteria is not applied to meet organisational need.