South Staffordshire and Shropshire Healthcare NHS Foundation Trust

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1 South Staffordshire and Shropshire Healthcare NHS Foundation Trust Document Version Control Document Type and Title: Authorised Document Folder: New or Replacing: Managing Attendance Policy BLUE HRODE Replacing H/BLU/la/03 v2.0 (April 2010) Document Reference: H/BLU/la/03 Version No. v3.0 Implementation Date: Author: Approving body: Kim Taylor HR Business Partner HRODE Sub Approval Date: 28 th November 2012 Ratifying body: Board of Directors Ratified Date: 20 th, Group or Individual Monitoring the Document: HRODE Sub Review Date: November 2015

2 CONTENTS 1. Introduction 3 2. Principles 3 3. Scope and Purpose 3 4. Responsibilities 3 5. Related Trust Documents 6 6. Disabilities 7 7. Occupational Health and Well Being Services/Medical Examinations 7 8. Sickness Absence Triggers 7 9. Sickness Absence Reporting Procedure Evidence of Incapacity Unauthorised Leave Sick Pay Keeping in contact During Sickness Absence Return to Work Discussion Returning to work from Long Term Sickness Absence Absence Meeting Procedure Right to be accompanied Stage Stage Stage Appeal Implementation Training Equality Impact Assessment Monitoring Compliance 15 Flowcharts 16 2

3 1. INTRODUCTION 1.1 This Managing Attendance Policy sets out our procedures for reporting sickness absence and for the management of sickness absence in a fair and consistent way. 1.2 Sickness absence can vary from short intermittent periods of ill-health to a continuous period of long-term absence and have a number of different causes (for example, injuries, recurring conditions or a serious illness requiring lengthy treatment). 1.3 We wish to ensure that the reasons for sickness absence are understood in each case and investigated where necessary. In addition, where needed and reasonably practicable, measures will be taken to assist those who have been absent by reason of sickness to return to work. 1.4 This Policy does not form part of any employee s contract of employment and it may be amended at any time. We may also vary the procedures set out in this policy, including any time limits as appropriate in any case. 1.5 This Policy has been agreed in consultation with the Trust s Joint Staff Partnership and applies to all employees regardless of status or length of service. 2. PRINCIPLES 2.1 The following key principles outline the Trust s approach to managing the attendance of its staff: A commitment that no-one will be discriminated against on the grounds of age, disability, gender, gender re-assignment, marital status (including colour, nationality and ethnic or national origins), religion or belief or sexual orientation. That all staff will be treated fairly and consistently. All staff are responsible for their own Health and Well Being. 3. SCOPE AND PURPOSE 3.1 The aim wherever possible is to secure an improved and acceptable level of attendance of its staff and in the case of long term sickness absence, a supported return to work that is sustainable for the foreseeable future at the earliest possible date. However, where problems continue, either as the result of long term sickness, or frequent or persistent short-term absence, this may ultimately lead to termination of employment. 4. RESPONSIBILITIES 4.1 Trust Board The Board has responsibility to oversee this policy and ensure that appropriate processes and actions are in place. 3

4 4.2 Clinical/Divisional/Service Directors The Clinical/Divisional/Service Directors have a responsibility for the implementation of the policy within the directorates. To effectively use available data in order to monitor and review absence levels and provide monthly reports to relevant forums. To develop robust solutions in maintaining minimum levels of absence. To ensure that all staff within the Directorate are aware of the policy and that it is deployed effectively. 4.3 Human Resources, Organisational Development and Equality (HRODE) Sub- The HRODE Sub- are responsible for ensuring that this policy is effectively and appropriately implemented. They are also responsible for ensuring that the processes within the policy are monitored and non-compliance is acted upon. 4.4 Human Resources Department The Human Resources department are responsible for ensuring that Managers, staff and staff representatives have the support and advice required on all matters relating to managing the attendance of staff. The Human Resources team must be consulted before any steps are taken to terminate employment. Key responsibilities for the HR Advisory team are to: Provide statistical data and reports on staff attendance and report these to the Directorates on a monthly basis, to aid financial monitoring and control (eg cost of absence) Provide expert support and advice to managers in managing attendance cases and to provide training and coaching for managers in the use of this and associated policies To support managers to improve attendance by ensuring that the policy is adhered to for the overall benefit of the Trust Provide pro-active support to managers ensuring process and policy are implemented and adhered to 4.5 Line Managers The ultimate responsibility for managing attendance rests with managers, but there is access to support from Occupational Health and Well-Being, Human Resources and Staff Side Representatives. The key responsibilities for managers are to: Respond, supportively and discreetly to employees who cannot work owing to sickness. Respond consistently to each case, but also taking personal circumstances into consideration Draw to the attention of each employee the managing attendance policy Have attended managing attendance training Ensure procedure for managing attendance is followed Refer staff to the oh&wbs within the agreed timeframes Ensure that each employee is aware of the arrangements for notifying absences Keep accurate electronic records of time owing days, annual leave and special leave 4

5 Records sickness absence, including the reason on the system Hold a return to work discussion after every period of absence (including single/half days) and maintain in the personal file a written record of the date of discussion with any relevant points Monitor the attendance of all employees and investigate the reasons behind employee and overall levels and patterns of sickness absence of their department. Ensure that an employee does not work overtime or bank shifts during a programme of phased return to employment or one month following return to normal hours. Ensure that an employee does not normally work overtime or bank shifts immediately after returning from long-term sick leave for a minimum of one month. Ensure that an employee does not normally work overtime or bank shifts where a change to working patterns for health or welfare reasons has been implemented, for example during pregnancy. Be familiar with their responsibilities under the equality act (2010). Carry out risk assessments into managing attendance where appropriate Identify any other work the employee could be undertaking as opposed to be absent. 4.6 All Staff All staff employed by the Trust have an obligation to abide by this policy. Every member of staff has a responsibility to attend for work unless they have a genuine reason for not doing so. Failure to comply with the policy may result in further action being taken. Key responsibilities for Employees are to: Follow correct notification procedures for reporting absence Keep their manager up-dated at regular intervals about the likely length of their absence. Advise of the return to work date at the earliest opportunity Attend any appointments made with the manager or the Occupational Health and Well-Being Service (OH&WBS), or rearrange in a timely manner (considered to be no more than five working days) and notify their manager if there is a reason why attendance is not possible. Participate in return to work discussions and other management meetings in relation to managing attendance. Co-operate with the line manager and/or Occupational Health and Well-Being in undertaking any agreed programme to improve their health and well being or to facilitate an early return to work. Comply with Health and Safety legislation including job specific training Make their manager aware of any issue that may impact on their ability to do their job (and may or may not result in sickness absence) e.g. pregnancy Not use sickness absence to cover other absence, which is available through the special leave policy. This may result in disciplinary action Not undertake other activities, which might be detrimental to their recovery whilst on sick leave. Not attend any work related activities e.g. college, courses, etc without permission and agreement of the manager and OH&WBS whilst off sick Not undertake any employment elsewhere whilst on sick leave from the Trust unless by explicit prior agreement from the Trust. Any breaches of this would be dealt with under the disciplinary policy. Inform their manager of their absence in accordance with the agreed local rules on notification. Cooperate with the Trust with regard to the possible implementation of any adjustments to job duties, hours or working conditions, resulting from recommendations by their GP, notwithstanding the fact that the advice on a fit note is not binding on the employer. 5

6 Are responsible for their own Health and Well Being and fit to present for work. 4.7 Occupational Health and Well-Being Service (OH&WBS) The key responsibilities for the OH&WBS are to: Establish the reason for absence, whether any illness is genuine and whether there is an underlying medical condition Indicate the likely length of continued absence Assess the effect of an illness on the Employee s ability to do their job, what they are capable of undertaking and what is any, adjustment can be made to facilitate their return as soon as safe and practical. This may include liaising with other professions who the employee is receiving interventions from Assist in arranging a phased return to work from long term absence. Liaise fully with the Employee s Manager to ensure there is a full awareness and understanding of the role. Liaise with the Employee s Manager to identify a suitable phased return from Long Term Absence. 4.8 Staff Side Representation Staff Side Representatives have an important role to play in providing advice and support to Employees throughout the whole process and to generally work in partnership with managers to minimise sickness absence in the Trust. Managers should ensure that the employees have been made aware of how to contact trade unions or Professional Bodies and their local representatives to seek support. 5. RELATED DOCUMENTS 5.1 This Policy should be read in conjunction with the following: Trust s Equality and Diversity policy Trust s Special Leave policy Trust s Redeployment policy Trust s Flexible Working policy Trust s Health & Safety policy Trust s Disciplinary policy and procedure Trust s Drug and Alcohol policy Trust s Stress Management policy Trust s Staff Performance Management policy Trust s ESR Manager Self Service Guidelines Staying on course supporting doctors in difficulty through early and effective action NHS Employers Maintaining High Professional Standards In The Modern NHS Department of Health 6

7 6. DISABILITIES 6.1 We are aware that sickness absence may result from a disability which can be either temporary or permanent. At each stage of the sickness absence meetings procedure (set out in paragraph 15 of this policy), particular consideration will be given to whether there are reasonable adjustments that could be made to the requirements of a job or other aspects of working arrangements that will provide support at work and/or assist a return to work. 6.2 If you consider that you are affected by a disability or any medical condition which affects your ability to undertake your work, you should inform your line manager and OH&WBS. 7. OCCUPATIONAL HEALTH AND WELL BEING SERVICES/MEDICAL EXAMINATIONS 7.1 We may, at any time in implementing this policy, ask you to consent to a medical examination by our Occupational Health and Well Being Service (OH & WBS) AND/OR relevant clinician/professional nominated by us. You will be asked to agree that any report produced in connection with any such examination may be disclosed to us and that we may discuss the contents of the report with our advisors and the relevant doctor. Should this be refused, a decision in relation to the employee s case will be made with the information that is available to the Trust. 7.2 Prior to a sickness absence meeting your line manager may require you to attend the OH&WBS for an assessment. However, an OH & WBS referral may not be appropriate in every case or before moving on to the formal stage in the process. 7.3 Where it is deemed appropriate and there is national guidance to support, the employee may be referred by their Manager and the OH&WBS to an independent OH Physician prior to a decision being made under Stage 3 of the process. 8. SICKNESS ABSENCE TRIGGERS 8.1 The following periods of sickness absence in a rolling 12-month period will trigger the formal sickness absence procedure as set out below: Short Term (Periods less than 4 calendar weeks) Four or more episodes of sickness absence Where a particular pattern can be identified More than 16 calendar days in total Long Term (Periods of 4 calendar weeks or more) Automatically referred to OH & WBS where individual is absent for 4 weeks OR at the start of the absence where the statement of Fitness to Work Certificate indicates the employee will not be fit for work for 4 weeks. 7

8 9. SICKNESS ABSENCE REPORTING PROCEDURE 9.1 Sickness at Work Managing Attendance Policy/H/BLU/la/03/v3.0 If you are taken ill or injured while at work you should contact your manager to make arrangements to go home or to receive medical treatment where necessary. 9.2 Non Attendance at Work If you cannot attend work because you are ill or injured you should telephone your line manager as early as possible but no later than one hour before your shift commences. The following details should be provided: The nature of your illness or injury The expected length of your absence from work Contact details Any outstanding or urgent work that requires attention Confirmation of next contact with each other Managers should ensure that: Any sickness absence that is notified to them is recorded Make any necessary arrangements to refer to the OH&WBS Make arrangements where required to cover work and to inform colleagues and clients (whilst maintaining confidentiality) Where you have been unable to speak with your Line Manager you should expect to be contacted on the first day of your absence by your line manager or nominated person who will provide advice and help where appropriate to facilitate your recovery. You will be asked for your expected return date and your line manager will make regular contact with you if you absence is longer than 24 hours in order to support you and the Service provision. 10. EVIDENCE OF INCAPACITY 10.1 For sickness absences between one and seven calendar days you must complete a self certification form which is available from your line manager. For absences longer than one week you must obtain a valid certificate for your doctor or hospital if you are an inpatient (a Statement of Fitness for Work ) stating that you are not fit for work and the reason(s) why. This must be an original and not a copy. This should be forwarded to your line manager within 3 days of the self certification or previous Fitness to Work note expiring. If your absence continues, further medical certificates must be provided to cover the whole period of absence If your doctor provides a certificate stating that you may be fit for work you should inform your line manager. This will then be discussed with you and any additional measures that may be needed to facilitate your return to work discussion (see paragraph 14.2). If appropriate measures cannot be taken you will remain on sick leave and a date to review the situation will be set. 8

9 11. UNAUTHORISED ABSENCE 11.1 Cases of unauthorised absence will be dealt with under the Trust s Disciplinary Policy Absence that has not been notified according to the Managing Attendance Policy will be treated as unauthorised and unpaid absence If you do not report for work and have not telephoned your line manager to explain the reason for your absence, your line manager will try to contact you by telephone and in writing if necessary. This should not be treated as a substitute for reporting sickness absence Where an Employee has an episode of unauthorised absence this will be unpaid. 12. SICK PAY 12.1 You should refer to your contract for details of the sick pay to which you are entitled If a period of sickness absence is or appears to be occasioned by actionable negligence, nuisance or breach of any statutory duty on the part of a third party, in respect which damages are or may be recoverable, you must immediately notify your line manager of that fact and of any claim, compromise, settlement or judgment made or awarded in connection with and all relevant particulars that may be reasonably required. If required to do so, you must co-operate in any legal proceedings and refund the Trust that part of damages or compensation, you recover that relates to loss of earnings for the period of sickness absence as the Trust may reasonable determine, less any costs you incurred in connection with the recovery of such damages or compensation, provided the amount to be refunded shall not exceed the total amount the Trust paid you during the period of sickness absence Where there is evidence that the employee has abused the purpose of sickness absence they will be subject to disciplinary matters and Contractual Sick Pay may be withdrawn for the period of absence Where the employee has contributed to their continuing sickness absence if they have not done everything they can to assist themselves in their recovery or engaged in activities that has prolonged their sickness absence, delaying their recovery, consideration will be given to Contractual Sick Pay being withdrawn. 13. KEEPING IN CONTACT DURING SICKNESS ABSENCE 13.1 If you are absent on sick leave you should expect to be contacted from time to time by your line manager and OH & WBS in order to discuss your well being, expected length of continued absence from work and any of your work that requires attention. Such contact is intended to provide re-assurance and will be kept to a reasonable minimum. Where the individual is off long term there is a requirement for your line manager to keep in regular contact with you If you have any concerns while absent on sick leave, whether about the reason for your absence or your ability to return to work, you should feel free to contact your line manager at any time. 9

10 14. RETURN TO WORK DISCUSSION 14.1 If you have been absent on sick leave you will have a return to work interview with your line manager. A return to work discussion enables your line manager to confirm the details of you absence. It also gives you an opportunity to raise any concerns or questions you may have and to bring any relevant matters to the Trusts attention. This can be undertaken either face to face or by phone Where your doctor has provided a certificate stating that you may be fit for work a return to work discussion to discuss any additional measures that may be needed to facilitate your return to work, taking account of your doctor s advice At the return to work discussion your line manager will advise if you are at risk or triggering the formal sickness absence triggers as set out in paragraph 13. Once the Sickness Absence Triggers are met the formal Managing Attendance process will be followed. 15. RETURNING TO WORK FROM LONG TERM SICKNESS ABSENCE 15.1 The Trust is committed to helping staff to return to work from long term sickness absence. As part of the Trust sickness absence meetings procedure (paragraph 15) the Trust will where appropriate and possible, support returns to work by: Obtaining medical advice Making reasonable adjustments (these can be temporary or permanent) to the workplace, working practices and/or hours Considering re-deployment and/or Agreeing a return to work programme with everyone affected 15.2 If you are unable to return to work from long term sickness absence and where you are a member of the NHS Pension Scheme, your line manager will discuss with you the option of Ill Health Retirement and signpost you appropriately so that you can make an informed decision whether to make an application for ill-health retirement. The decision as to whether you are entitled to these benefits is taken by the NHS Pensions Agency and an application for this runs in parallel to this procedure. 16. ABSENCE MEETING PROCEDURE 16.1 This procedure will apply if: You have reached a sickness absence trigger (see paragraph 17) and/or Your line manager has a cause for concern 16.2 Unless it is impractical to do so, you will be given a minimum of four working days notice of the date, time and place of a sickness absence meeting. Any concerns about your sickness absence and the basis for those concerns will be put in writing. This will give you an opportunity to consider this information before the meeting will be provided The meeting will be conducted by your line manager and may be attended by a member of the HR Advisor Team. You have the right to be accompanied at these meetings (see paragraph 16) Whilst absent from work you must make yourself available to attend meetings unless you have prior expressed permission. Failure to do so without good reason may be treated 10

11 as misconduct and a decision on your situation may be taken in you absence. If you or your support are unable to attend at the time specified you should immediately inform your line manager who will seek to agree an alternative time A meeting may be adjourned if your line manager is awaiting receipt of information, needs to gather further information or give consideration to matters discussed at a previous meeting. You will be given a reasonable opportunity to consider any new information obtained before the meeting is reconvened Confirmation of any decision made at a meeting, the reasons for it and the right of appeal will be given to you in writing within 5 working days of the sickness absence meeting (unless this timeframe is not practical because of your illness/injury in which case a timeframe will be agreed for example having to undergo a course of intense treatment or an operation or your line manager s leave arrangements) If, at any time your line manager consider that you have taken sickness absence when you are not unwell the matter may be referred and dealt with under the Trust Disciplinary Policy. 17. RIGHT TO BE ACCOMPANIED AT MEETINGS 17.1 You may be supported during any formal sickness absence meeting by a Recognised Trade Union/Staff Side representative or an existing employee of the Trust The representative s role is to support the employee. They may present, ask questions or summarise the employee s case. However, they may not answer questions on behalf of the employee. 18. STAGE 1: FIRST FORMAL SICKNESS ABSENCE MEETING 18.1 Stage 1 will be invoked where the sickness absence triggers as set out in 8.1 have been met or where you re Manager has a cause for concern This will follow the procedures set out in paragraphs 16 and 17 on the arrangements for and right to be accompanied at sickness absence meetings The purposes of a first sickness absence meeting may include: Discussing the reasons for absence Where you are on long term sickness absence, determining how long the absence is likely to last Where you have been absent on a number of occasions, determining the likelihood of further absences Considering whether advice received from OH&WBS and whether there is an underlying condition. Considering what, if any, measures might improve your health and/or attendance. Agreeing a way forward, action that will be taken and a time-scale for review and or a further meeting under the sickness absence procedure Details of the meeting and any agreed outcomes will be confirmed in writing to you and a copy will be held on your personal file. One outcome of the meeting is that you may be issued with a first written warning for 6 months unsatisfactory attendance and advices that your attendance levels are expected to improve and to be sustained. 11

12 18.5 Managers must continually monitor, on a monthly basis, for a minimum of 6 months, absence and if there is a further period of sickness absence or a further cause for concern which triggers the sickness policy you will move to stage STAGE 2: FURTHER SICKNESS ABSENCE MEETING 19.1 If further periods of absence trigger the policy as set out in 18.1 above a Stage 2 Sickness Absence Meeting will be conducted This will follow the procedures set out in paragraphs 16 and 17 on the arrangements for and right to be accompanied at sickness absence meetings The purposes of further meeting(s) may include: Discussing the reasons of the impact of your on-going absence(s) Where you are on long term sickness, discussing how long your absence is likely to last Where you have been absent on a number of occasions, discussing the likelihood of further absences Consider any new advice received from OH & WBS Consider your ability to remain in your job in view both of your capabilities and the service needs and any adjustments that can be reasonably made to your job to enable you to do so Considering redeployment opportunities and whether any adjustments can be reasonably made to assist in redeploying your Where you are able to return from long term sickness absence whether to your job or a re-deployed job, agreeing a return to work programme Agreeing a way forward, action that will be taken and timescale for review and/or further meeting(s). this may, depending on steps already taken include warning you that you are at risk of dismissal Signposting appropriately in relation to Ill Health Retirement 19.4 Details of the meeting and any agreed outcomes will be confirmed in writing to you and a copy will be held on your personal file. One outcome of the meeting is that you may be issued with a written warning (which might be a first or final warning depending on the outcome of Stage 1) for unsatisfactory attendance and advised that you attendance is expected to improve and to be sustained. Where you are issued with a final written warning which is affective for12 months you will be advised that a failure to improved and sustain your attendance may result in your dismissal Your line manager will continue to monitor your absence for a minimum of 12 months, on a monthly basis, and if you trigger the policy again or if there is still a cause for concern, you will be required to attend a Stage 3 Meeting. 12

13 20. STAGE 3: FINAL SICKNESS ABSENCE MEETING 20.1 Where you have been warned that you are at risk of dismissal, you will be invited to a Stage 3 final sickness absence meeting. Arrangements for this meeting will follow the procedure set out in 16 and 17 on the arrangements for and right to be accompanied at sickness absence meetings This meeting will be conducted by an appropriate authorised Senior Manager and they will be supported by a HR Advisor The format of the meeting will be in accordance with Appendix The purposes of the meeting will be: To review the meetings that have taken place and matters discussed with you along with all paperwork related to the process To consider any further matters that you may wish to raise To consider whether there is a reasonable likelihood of you achieving the desired level of attendance in a reasonable time To consider the possible termination of your employment 20.5 If notice of termination is issued this will be paid in lieu of notice and the balance of your leave entitlement will be included APPEAL 21.1 An employee may appeal against a decision to dismiss under this procedure. The Appeal should be lodged in writing within 10 working days of receipt of written confirmation of the decision. The appeal should be made in writing to the next level of management, setting out in detail the grounds for appeal The purpose of appeal hearing is to consider the grounds of appeal, this may include reviewing the application of the procedure, reviewing any new evidence which was not available at the time and considering whether the penalty was reasonable in all the circumstances. The sanction and decision of the original Stage 3 hearing may be upheld, or the decision to revert to an earlier stage within the policy In the event of an appeal hearing decision that an employee should be reinstated, the employee will receive payment in respect of the period of appeal from the previous date of termination to the date of re-employment on the basis of the pay they would have received had he/she been continued to work during that period The appeal hearing will be heard by next level of management and will be supported by a Senior HR representative The employee will be given 10 working days notice of the appeal hearing. The written grounds of appeal and any supporting evidence must also be submitted by the employee 5 working days prior to the hearing. The manager has the opportunity to submit a written statement of case and documentary evidence to the panel. This must be received 5 working days prior to the hearing. Copies of papers will be circulated to both Staff Side and Management Side. 13

14 21.6 Witnesses may be called by either Staff Side or Management Side as part of the presentation of their case. The Chair must be notified of any witnesses being called prior to the hearing. Witnesses may be accompanied at the hearing by a work colleague or Trade Union representative. It will be the responsibility of each party concerned to organise the witness attendance at the hearing During the hearing the chair may, at their discretion or at the request of either party, adjourn the hearing at any point. The chair shall rule on the admissibility of questions and evidence and on any matter connected with the proceedings. There will be no further right of appeal following this stage of the procedure 22. IMPLEMENTATION 22.1 The policy will be implemented through dissemination to managers within the Trust. Communication to all staff on the new policy will be through Directorate DMT Reports and other internal communication channels. 23. TRAINING 23.1 It is a mandatory requirement for all managers with responsibility for managing the attendance of staff to attend the Managing Attendance Training. It is recommended that knowledge is up-dated every two years via refresher training available on-line or by attending the Trust s face-to-face Managing Attendance training. 24. EQUALITY IMPACT ASSESSMENT 24.1 This policy has been Equality Impact Assessed; a copy of this may be obtained from the Trust website. 14

15 25. MONITOR COMPLIANCE 25.1 This policy will be reviewed every two years or before if there are legislation changes. The monitoring of this policy includes an annual audit that comprises of the following table. Where non-compliance is identified an action plan will be drawn up and monitored at the HR, OD & E Sub. Where remedial action can be taken immediately, the action must be recorded appropriately. Aspect of compliance or effectiveness being monitored Number of appeals following Formal Hearings Number of Ill Health Retirements Monthly absence percentage rate Annual Rolling absence percentage rate Number of terminations owing to Incapacity (short term absences) Number of terminations owing to Incapacity (long term absences) Monitoring method Audit Audit Audit Audit Audit Audit Employee or department responsible for the monitoring Human Resources Department Human Resources Department Human Resources Department Human Resources Department Human Resources Department Human Resources Department Frequency of the monitoring activity Annual Annual Monthly Monthly Annual Annual Group/committee/ forum which will receive the findings/monitoring report / Employee responsible for ensuring that the actions are completed 15

16 Absence does not hit Trigger Minimum of 1 hour prior to start time Individual phones manager and advising they are sick Manager asks reason and the likely length of the absence Same day of absence being reported Manager records the absence and reason on the system Individual returns to work Manager undertakes Return to work Discussion and enters on the system Manager Closes the absence down on the system Same day of return or within 3 working days Notes of the Return to Work Discussion placed on personal file. 16

17 Absence Hits the Trigger Individual hits Trigger Support and Guidance from Occupational Health & Well Being Manager writes to individual inviting to 1 st Stage Meeting (minimum of 4 days notice and Right to Representation) Outcomes Improvement plan agreed in writing and/or issuing a to individual warning Improvements met and sustained Manager to continue to monitor Further / continued absence Consider ability to remain in post, redeployment, training, ill health Manager writes to individual inviting to 2nd Stage Meeting (minimum of 4 days notice and Right to Representation) retirement, phased return to work Outcomes Improvement plan agreed in writing and/or issuing a to individual warning Improvements met and sustained Manager to continue to monitor Further / continued Absence Consider ability to remain in post, re-deployment, training, ill health retirement, termination owing to incapacity, phased return to work Manager writes to individual inviting to 3rd Stage Meeting (minimum of 4 days notice and Right to Representation) Right to appeal where individual has been dismissed 17

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