Managing 1
Learning Objectives 2
Learning Objectives To have a better understanding of the capability process To understand role and responsibilities To feel confident in managing short term frequent sickness absence and performance concerns. To understand and be able to write SMART objectives 3
Policy and Procedure Policy Framework Principle is to support and develop employees in a fair and equitable manner to ensure that they are able to fulfil their roles and responsibilities to a high standard of competence. Where these standards are not met, employees will be offered support, encouragement, guidance and, if necessary and appropriate, (re)training with effective, regular and constructive feedback relating to their work performance. Managers are responsible for ensuring that performance issues are addressed promptly and fairly. 4
What sort of issues do you consider to be a capability matter? 5
What is capability? refers to an individual s ability to adequately perform the duties required of the post Poor standards of performance that fall short of clearly defined levels. Failure to meet personal objectives set. Incapability to perform aspects of, or the entire role through ill health or medical reasons. Persistent short-term sickness. Complaints. Changes in the nature / allocation of work. Personal/ family problems. Concerns raised by a professional body. Outcome of an investigation or hearing. Dependency on drugs / alcohol. Inappropriate recruitment, induction or training 6
Management Responsibilities It is important that managers set out the required standards of performance as part of the induction process and fully explain the duties and responsibilities in the employee s job description. ensure that employees understand the expected level of performance and objectives as outlined in their job descriptions and annual objectives. ensure that performance is monitored via regular supervision and appraisal. ensure that supervision/appraisal discussions are documented. 7
Management Responsibilities ensure that employees are given appropriate training and support to meet the requirements of their job roles. provide constructive feedback and address concerns in a timely and professional manner. be fair, consistent and supportive. Consider whether there is a concern relating to fitness to practice for registrants and whether a referral to the relevant professional body is required. 8
Employee Responsibilities It is the duty of an employee to provide satisfactory service in line with the required standards of their job description, objectives and the values/behaviours of the organisation. It is a condition of employment that employees follow policies and procedures and attend work regularly at the agreed time(s). Employees will; meet their contractual obligations raise work related concerns they have with their line manager in a timely manner communicate effectively with their manager and work colleagues actively participate in discussions/meetings in relation to their own performance ensure there is two-way communication at one to ones/supervision meetings 9
Managing Short Term Frequent Sickness Absence 10
Attendance Management - Management Triggers Bradford Score (128 points) 3 episodes in 3 months 14 or more calendar days in 6 months Unacceptable patterns Absence lasting 28 days or more 11
Bradford Score S x S x D = Bradford points score S is the number of episodes D is the total number of days absent Example: seven absences of two days each 7 x 7 x 14 = 686 points 12
Scenario 1 Mary Smith is a Ward Clerk who has worked for the Trust for many years. Mary has telephoned in sick with cold and flu symptoms. She has been off sick for two days. Mary is returning back to work tomorrow. You have run a sickness absence report and her Bradford score is 420. What management actions do you take? 13
Management Actions Validate your data for accuracy for Bradford score - have they met any other triggers - consider running absence report - roster diary useful illustration of frequency/ patterns - causes of absence / any discretion to be applied? Undertake a return work to interview Invite employee to informal capability meeting - plan meeting Complete outcome letter smart objectives Diarise review meetings No improvement - move to formal stage 1 capability process 14
Return To Work Interviews When? After every episode Why? To ensure employee fit to attend work Underlying medical condition Address any issues/concerns Set expectations Review workload/ Key messages Helps assist attendance culture Welcome Absence Record Move on 15
Scenario 2 Joe Bloggs is a Band 4 Administrator who has worked for the Trust for three years. Joe has been off sick for 5 days with a known mental health condition. Joe is returning back to work tomorrow. Joe medical condition falls under the equality act. Joe s Bradford score is 1200 over the last 12 months and has exceed the 3 in 3 trigger and has had 32 calendar days in 6 months What should you take into consideration? How do you manage this? 16
Disability Disability Disabled employees may have higher levels of absence. Should look carefully at absences and make a rational decision on the basis of the information available. You do not have to automatically discount disability-related absences, nor should you automatically apply a sickness absence policy. You should; look at the periods of absence in detail to assess the level of absence that is attributable to disability and what is not, or Consider what level of absence someone with a particular disability may reasonably be expected to have over the course of an average year due to that disability. 17
Management Actions Validate your data for accuracy Undertake a return work to interview - consider occupational health advice specifically: - deterioration of condition - likelihood of future absences - non discriminatory triggers to manage future absences against - reasonable adjustments Equality Act 18
Management Actions Invite employee to informal capability meeting - plan meeting Complete outcome letter smart objectives Diarise review meetings No improvement - move to formal stage 1 capability process 19
Informal Meeting Policy provides guidance on meetings Outline concerns Explore any issues / contributing factors? Listen to any explanations Discuss how improvements can be made - reinforce what level of performance is expected Discuss relevant support that is needed including any training / support Set SMART objectives Agree a review date To inform the individual that persistence to fail to deliver the standards required may result in formal capability action. 20
Considerations Where an improvement has been met close informal capability process Extend monitoring period - Test out sustainability of achievement? No improvement attained move to formal - Arrange a Stage 1 meeting 21
Managing performance 22
Scenario 3 David Potts is a band 5 Nurse and has failed to complete the required documentation when undertaking patient observations? What management action do you take? 23
Discussion Point What do you do if you close a capability process with an employee and two weeks later concerns reappear? 24
Scenario 4 You have an band 4 Administrator who is required to follow standard operating procedures (SOPs) as part of their role. You believe that the individual is not working to the required level but you are struggling to demonstrate this. They can follow SOPs but cannot assess when to deviate from this? How you manage this situation? 25
Process Informal stage Stage 1 Written Warning Stage 2 Final Written Warning Stage 3 Dismissal Review and monitoring Right of appeal 26
Points to consider Levels of authority to issue sanctions HR Involvement stage 1 case by case basis Stage 2 and 3 policy requirement Union representation Reasonable notice to attend meetings 27
SMART Objectives SPECIFIC The objective must be a clearly defined action, task, behaviour that must be completed by the individual MEASURABLE You need to ensure that there is a way to determine whether the objective has been achieved by the end of the monitoring period ATTAINABLE The objective should be reasonable given the circumstances of the issue REALISITC The individual must be able to reasonably achieve this TIME LIMITED There must be a start and end date to be clear to the individual when they need to achieve the objective by 28
SMART Objectives Scenario: In small groups - I would like you to come up with a SMART objective for an employee that you going to commence informal capability with for frequent short term sickness absence 29
SMART Objectives EXAMPLE: You will have zero sickness absence during the next 30 days commencing on 10 th of MONTH YEAR. This will be reviewed on 10 th of MONTH or sooner in the event that there is an episode of sickness absence 30
Things to remember! Prepare Examples / Evidence Constructive feedback Timeliness Documentation Articulate expectations SMART Objectives Support and encouragement Show empathy 31
Resources Further Support: Contact HR Officers Team Occupational health team HR Portal: Sickness absence toolkit and template letters - frequent short term sickness absence Managing performance ( toolkit and template letters FAQ s and how 2 guides 32
Q&A? 33